PMP--一、二、三模--分类--变更--技巧--预测变更

技巧

瀑布型变更（一次交付、尽量限制、确定性需求 ＞风险储备）
口诀： 一个中心，两个基本点
（1）一个中心：计划 = 执行
缺陷补救：让可交付成果正常（强调质量、范围）
纠正措施：让绩效恢复正常（强调进度、成本、其他绩效领域）
预防措施：防止将来的偏离（强调风险）
调整计划：原基准或计划不再合适（强调基准、计划）
（2）两个基本点：
内部变更先分析：分析原因、影响、解决方案。
外部变更先沟通：了解需求，正式提出，核对信息。
（3）口诀：凡变更，必流程；有变更，要沟通；动基准，先变更；有权变，找变更；遇蔓延，找变更；有变更，要花钱。

应急储备：在进度或成本基准内，为主动应对，已知风险而分配的时间或资金。【应急储备，已知应急的储备】
管理储备：在绩效测量基准之外，留作管理控制之外用的一部分项目预算或项目时间。专为项目范围内不可预见的工作而预留。【管理储备，管理之外的储备】

三类风险：
（1）已知–已知：事先识别并明确概率和影响；团队成员负责管理；制定计划/基准时增加估算。
（2）已知–未知：事先识别但不知概率和影响；项目经理负责管理；使用应急储备。
（3）未知–未知：事先无法识别的风险；高级管理层负责管理；使用管理储备。

项目总金额=管理储备+应急储备+成本基准。
总金额 = 项目预算 + 管理储备；项目预算 = 成本基准 + 应急储备

一模

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

应急储备：在进度或成本基准内，为主动应对，已知风险而分配的时间或资金。【应急储备，已知应急的储备】
管理储备：在绩效测量基准之外，留作管理控制之外用的一部分项目预算或项目时间。专为项目范围内不可预见的工作而预留。【管理储备，管理之外的储备】
总金额 = 项目预算 + 管理储备；项目预算 = 成本基准 + 应急储备

7、 [单选] 项目落后于进度。项目团队发现，通过应用一个替代方法，他们可以加快关键路径上的一个项目可交付成果。然而，这将增加项目成本。项目经理应该怎么做？【增加项目成本=成本基准改变，需要进行变更】

A project is behind schedule. The project team discovers that, by applying an alternate method, they may be able to expedite a project deliverable on the critical path. However, it will increase the project’s cost. What should the project manager do?

A：增加额外的项目资源
Add additional project resources

B：对所有方法开展预期货币价值分析（EMV）
Conduct expected monetary value (EMV) analyses on all methods

C：获得替代方法的批准
Obtain approval for the alternate method

D：将增加的成本更新到项目预算中
Update the project budget with the increased cost

项目预算应包括应急储备，以应对不确定性。之所以留出应急储备，是为了实施风险应对或应对发生的风险事件。
管理储备，则是为了应对与范围内工作有关的意外活动。管理储备可由项目、发起人、产品负责人或项目集和项目组合层级的项目管理办公室 (PMO)管理，具体取决于组织的政策和组织结构。选D。



选C。

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

11.风险管理–接受风险–接受是指承认威胁的存在，但不主动采取措施。接受策略又分为主动或被动方式。最常见的主动接受策略是建立应急储备。被动接受策略则不会主动。

40、 [单选] 项目发起人通知项目经理一项新的政府法律被批准了，该法律将影响项目的进度计划和预算，这种可能性作为一种主动接受的威胁包含在风险管理计划中。项目经理下一步应该做什么？【已知–未知，用应急储备，不动基准，不需要变更】

The project sponsor informs the project manager that a new government law has been approved that will affect the project’s schedule and budget, and this possibility is included in the risk management plan as a proactively accepted threat. What should the project manager do next?

A：更新风险管理计划，并记录经验教训
Update the risk management plan and record lessons learned

B：向变更控制委员会（CCB）提交一份变更请求
Submit a change request to the Change Control Board (CCB)

C：使用应急储备来管理这种情况
Use emergency reserves to manage this situation

D：评估管理储备来控制该风险
Assess management reserves to control the risk

储备是为应对风险而预留的时间或预算。应急储备将用于应对可能发生的已识别风险。管理储备是针对未知事件（如未计划的、范围内的工作）的预算类别。选D。

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

11.风险管理–变更管理–变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

43、 [单选] 项目经理正在管理一个软件开发项目的执行工作。在执行过程中，发生了一个风险应对计划中没有包括的风险。项目经理应该怎么做？【没有包括的风险=未知–未知，用管理储备，因为“总金额=应急储备+管理储备+成本基准”，所以基准不变，不需要变更】

The project manager is managing the execution of a software development project. During the execution process, a risk that is not included in the risk response plan happens. What should the project manager do?

A：使用应急储备来解决风险的后果
To solve the risk consequence with emergency reserves

B：把风险的实际情况报告给管理层
To report the actual situation of the risk to the management

C：召开团队会议讨论权变措施
To hold a team meeting to discuss workaround

D：忽略此风险，因为它未包括在风险计划中
To ignore this risk, because this risk is not included in the plan.

储备是为应对风险而预留的时间或预算。应急储备将用于应对可能发生的已识别风险。管理储备是针对未知事件（如未计划的、范围内的工作）的预算类别。排除A。
C比B先，选C。

？？？变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

65、 [单选] 一个施工项目的已批准成本基准包含一些已识别风险的储备。在执行阶段，发生了一次地震，但该项目并未考虑此风险，需要资金进行灾后恢复。项目经理应该做什么？【地震应该是超过了项目范围，不属于管理储备之内，本题使用排除法也可以选出B】

The approval cost baseline for a construction project includes some identified risk reserves. During the implementation phase, an earthquake occurred, but the project did not consider this risk and required funding for post-disaster recovery. What should the project manager do?

A：无需寻求授权即可变更项目的成本基准，并继续进行项目工作
No need to seek authorization to change the cost basis of the project and continue the project work

B：向变更控制委员会（CCB）提交申请，以获得额外资金和成本基准变更
Submit an application to the Change Control Board (CCB) for additional funding and cost baseline changes

C：在未咨询CCB的情况下，使用已识别风险的储备来支付灾后恢复成本
Use of identified risk reserves to pay for disaster recovery costs without consulting CCB

D：要求管理层授权将已识别风险的储备用于支付灾后恢复成本
Require management to authorize the use of identified risk reserves for post-disaster recovery costs

B

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

81、 [单选] 一位先前不活跃的干系人参与程度突然增加，这种意外的参与导致了一些变更请求。项目经理应该做什么？【无法确认该活动是哪种风险类型，需要先评估】

The involvement of a previously inactive interested party suddenly increased, and this unexpected participation led to some change requests. What should the project manager do?

A：向干系人解释变更请求过程
Explain the change request process to interested parties

B：审查已批准的有关干系人请求的期望
Review approved expectations regarding stakeholder requests

C：与该干系人开会，以评估变更请求
Meet with the interested party to evaluate the change request

D：要求干系人与发起人讨论这些请求
Ask interested parties to discuss these requests with the sponsor

C

易错5.范围管理–镀金是范围蔓延，跟变更没关系

85、 [单选] 在你的项目中，镀金一直是反复出现的问题，因为团队一直在添加他们认为对客户有用的功能，尽管这些功能并没有包含在WBS中。变更请求是在事后提交的，并且一些功能最终被添加到项目范围。你担心与计划的偏差。你会怎样做才能更好地控制范围，防止进一步镀金？

Gold plating had been a recurring issue on your project as the team has been adding features they think are useful for the customer even though the features were not included in the WBS. Change requests have been submitted after the fact, and some of the features were eventually added to the project scope. You are concerned about deviations from the plan. What might you do to control scope better and prevent further gold plating?

A：采用敏捷方法，这样团队就可以开发任何他们认为有价值的功能
Adopt an agile approach so the team can develop any features they deem valuable

B：提交变更请求，以获取问题日志中的镀金问题
Submit a change request to capture the gold plating problem in the issue log

C：在项目回顾中讨论问题，并更新经验教训登记册
Discuss the issue at the project retrospective and update the lessons learned register

D：与团队成员进行日常站会的敏捷实践相协调
Incorporate the agile practice of holding daily standup meetings with the team

B

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

89、 [单选] 干系人称一个可交付成果中遗漏一项功能，之前的任何讨论中都没有提及该项功能，也不在验收标准中，然而干系人却坚称这项功能是必须的，可以充分利用该可交付成果。项目经理应该怎么做？

Stakeholders claimed that a function was missed in the deliverables, but this function was not mentioned in any of the previous discussions or was not in the acceptance criteria. However, stakeholders insisted that this function was necessary and the deliverables could be fully utilized. What should the project manager do?

A：实施该可交付成果并为遗漏的功能提交变更请求
Implement the deliverables and submit a change request for the missing function

B：实施该可交付成果并开始遗漏功能的工作
Implement the deliverables and begin to work on the missing function

C：推迟实施该可交付成果并为遗漏的功能提交变更请求
Postpone the implementation of the deliverables and submit a change request for the missing function

D：推迟实施该可交付成果并开始遗漏功能的工作
Postpone the implementation of the deliverables and begin to work on the missing function

C

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

11.风险管理–机会应对策略–开拓–好的机会要勇于争取，直接提变更请求

94、 [单选] 你领导的项目应该升级你们公司在台式电脑和移动设备上开发的应用程序。上周，一家主要电子产品供应商出人意料地发布了一款新的移动设备。你意识到，只需稍加修改，你的应用程序就可以在新设备上运行得更快、更安全。对于这个机会，你接下来应该做什么？

The project you are leading is supposed to upgrade the application developed by your company on desktop computers and mobile devices. Last week, a major supplier of electronics unexpectedly released a new mobile device. You realize that your application, with a little bit of modification, can run much faster and more securely on the new device. What should you do next in regards to this opportunity?

A：创建成本预测并将其传达给干系人
Create a cost forecast and communicate it to stakeholders

B：提交变更请求以修改应用程序
Submit a change request to modify the application

C：考虑到意外工作，更新项目资金要求
Update project funding requirements in consideration for the unexpected work

D：对适当的储备金金额进行偏差分析
Conduct variance analysis for an appropriate reserve amount

A

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

5.范围管理–变更管理–变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

119、 [单选] 项目经理准备收尾一个项目的第四阶段，但是一位干系人拒绝向前推进项目，除非增加一个范围之外的功能，项目经理下一步应该怎么做？

The project manager is preparing to close the fourth phase of a project, but a stakeholder refused to move forward unless a function outside the scope was added. What should the project manager do next?

A：开始变更请求过程 Start the change request process

B：增加该功能 Increase this function

C：审查干系人登记册 Check the stakeholder register

D：与项目干系人会面 Meet with the project stakeholder

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

128、 [单选] 一位项目经理领导着一个六人的敏捷团队。团队当前的速度和待办事项列表中剩余的故事点的数量表明项目趋向于满足进度基准。在项目执行的中途，项目发起人通知三名团队成员被重新分配到一个新的更高优先级的项目，并且不会被替换。项目经理接下来应该做什么？

A project manager is leading a six-member agile team. The team’s current velocity and the number of story points remaining in the backlog indicate that the project is trending to meet the schedule baseline. Midway into project execution, the project sponsor informs that three team members are being reassigned to a new higher priority project and will not be replaced. What should the project manager do next?

A：向发起人提供一份正式的信函，说明项目已经终止，因为用剩余的资源实现项目目标并不现实
Provide the sponsor with a formal letter that the project is terminated since achieving the project objectives is unrealistic with the remaining resources

B：请求剩余的团队成员再跑三次冲刺，以确定新的速度，这样就可以估算新的项目完成日期
Request the remaining team members to run three more sprints to determine a new velocity so that a new project completion date can be estimated

C：要求加班并为剩余的团队成员分配奖金，以弥补差距并确保项目目标的实现
Mandate the use of overtime and allocate bonuses for the remaining team members to bridge the gap and ensure that the project objectives are met

D：根据剩余的资源提交变更请求来修改进度和/或范围基准，并评估如何继续进行的选项
Submit a change request to revise the schedule and/or scope baseline based on the remaining resources and evaluate the options on how to proceed

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

150、 [单选] 由于某些活动发生延迟，其中一位项目团队成员在未获得任何批准的情况下扩大了范围。项目经理接下来该做什么？

Due to delays on some activities,one of the project team members has increased the scope without any approval. What should the project manager do next?

A：评估对项目所做变更的影响。
Evaluate the impacts of the changes that were made to the project.

B：用新范围更新项目文档。
Update project documentation with the new scope.

C：删除这些变更，以符合最初需求。
Remove the changes to match the original requirements.

D：增加项目团队成员，以避免屡次发生进度计划延迟的情况。
Add team members to the project to avoid more schedule delays.

A

二模

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

3、 [单选] 项目经理被批准执行一个价值1200万美元为期三年的项目，6个月后，25%项目已完成，项目团队开支为400万美元。计算完进度绩效指数和成本绩效指数后，下一步应该做什么？

The project manager is approved to execute a $12million, three-year project. After 25% of the project is completed. What is the next step after calculating the schedule performance index and cost performance index?

A：要求更多资金 Ask for more money

B：执行偏差分析 Perform variance analysis

C：制定绩效预测 Develop performance forecast

D：提交变更请求 Submit a change request

D B

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

13.干系人管理–管理干系人参与–在管理干系人参与过程中，需要开展多项活动，例如：在适当的项目阶段引导干系人参与，以便获取、确认或维持他们对项目成功的持续承诺；通过谈判沟通管理干系人期望；处理与干系人管理有关的任何风险或潜在关注点，预测干系人可能在未来引发的问题；澄清和解决已识别的问题。变更已批准，通过谈判与沟通处理干系人期望。

干系人搞事情–小事情开会，大事情上报领导

50、 [单选] 在项目执行阶段，项目经理了解到一些干系人认为已批准的变更是不必要的，所以他们对接受这些变更犹豫不决，这些变更对项目的成本和进度基准影响很小。项目经理应该做什么？

During a project’s execution phase, the project manager learns that some stakeholders are hesitant to accept approved changes because they believe the changes are unnecessary. These changes have minimal effect on the project’s cost and schedule baselines. What should the project manager do?

A：将该问题升级上报给高级管理层
Execute the issue to senior management

B：要求变更控制委员会（CCB）重新审查批准的变更
Ask the change control board (CCB) to re-review the approved changes

C：与这些干系人开会，打消他们的顾虑
Meet with these stakeholders do address their concerns

D：执行这些变更，因为它们的影响微不足道
Execute the changes since their impact is insignificant

是不是小问题项目经理自己解决，还是直接请大佬出马，按照老外思维，还是直接找大佬，选A。

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

80、 [单选] 项目经理B临时替换休探亲假的项目经理A，在一次每周进度会议期间，项目经理B发现两名团队成员对可交付成果的质量存在冲突，项目经理B审查质量管理计划，发现未明确定义质量标准，难以轻松衡量质量。项目经理B应该做什么？

Project manager B temporarily replaced project manager A who was on vacation. During a weekly progress meeting, project manager B found that two team members had conflicts with the quality of deliverable. Project manager B reviewed the quality management plan and found that it was not clearly defined quality standards make it difficult to measure quality easily. What should Project Manager B do?

A：与两位团队成员交谈以尝试解决争议
Talk to two team members to try to resolve the dispute

B：等待项目经理A回来，然后再指出问题
Wait for project manager a to come back before pointing out the problem

C：保持质量标准，因为这将使可交付成果获得更多的批准
Maintain quality standards, as this will lead to more approval of deliverable

D：签发变更请求，以更新质量管理计划
Issue a change request to update the quality management plan

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

7.成本管理–控制成本–实施偏差分析→判断偏离原因和程度→采取纠正或预防措施

85、 [单选] 一个为期两年的项目完成了50%，进度绩效指数1.051和成本绩效指数为1.02。一个新的项目进入投资组合，被视为一个优先级并且高于当前的项目。因此，目前项目失去了三个关键资源。尽管资源紧张，但是高级主管仍然要求项目经理按时完成项目，并且按照预算且不会有额外的资源补给。项目经理应该怎样做？

A two-year project is 50% complete has a schedule performance index of 1.051 and a cost performance index of 1.02, a new project enters the portfolio and is deemed a higher priority than the current project. As a result, the current project loses three key resources. Despite tossing resources, the project manager is asked by senior management to complete the project on time and within budget without additional resources. What should do next？

A：执行资源平衡
executive resources balance

B：赶工
crashing

C：变更项目基准
change the project baseline

D：实施偏差分析
implements deviation analysis

A

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

96、 [单选] 在一个项目中，一家公司替换了其CEO，该CEO提出了一项新的五年战略计划。目前的项目完全符合这一新战略，但项目发起人希望修改项目的范围以适应该战略。项目经理应该做什么？

In a project, a company replaced its CEO, who proposed a new five-year strategic plan. The current project is fully in line with this new strategy, but the project sponsor hopes to modify the scope of the project to suit the strategy. What should the project manager do?

A：要求项目发起人发起变更请求
Ask the project sponsor to initiate a change request

B：修订项目章程，以反映范围变更
Revise the project charter to reflect changes in scope

C：在风险登记册中包含变更的影响
Include the effects of the change in the risk register

D：更新项目管理计划，以包含该变更
Update the project management plan to include the change

A

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

8.质量管理–质量管理计划–质量管理计划包括（但不限于）以下组成部分：项目将采用的质量标准，项目的质量目标，质量角色与职责，需要质量审查的项目，可交付成果和过程。质量要求更严格，说明变更了质量标准，更新后的质量标准要体现在质量管理计划中。

112、 [单选] 在新建水处理厂的建设过程中，政府对处理厂制定了更为严格的质量要求。项目经理接下来应该做什么？

In the middle of the construction of a new water treatment plant, the government established more stringent water quality requirements for treatment plants. What should the project manager do next?

A：根据法律要求，更新质量管理计划
Update the quality management plan due to the legal requirement

B：提交变更请求以更新质量管理计划
Submit a change request to update the quality management plan

C：督促项目发起人更新项目章程
Ask the project sponsor to update the project charter

D：更新范围基准以反映这些变更
Update the scope baseline to reflect the changes

B

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

4.整合管理–变更日志–变更已审批，并记录在变更日志中，因此要看变更日志。

选项D，应该项目经理审查，而不是和干系人审查。

114、 [单选] 一个大型复杂项目的项目经理了解到，一位关键干系人反对在项目后期批准的变更，项目经理不愿冒犯这位干系人，但也不希望延迟该项目。项目经理应该做什么？

The project manager of a large and complex project learned that a key party was opposed to changes approved later in the project, and the project manager was unwilling to offend the party, but did not mean to delay the project. What should the project manager do?

A：与该干系人一起审查沟通管理计划
Review the communication management plan with the interested party

B：取消已批准的变更，以满足干系人的要求
Cancel approved changes to meet the requirements of interested parties

C：让干系人参考变更日志，以显示变更批准
Have interested parties refer to the change log to show change approval

D：与干系人一起讨论干系人参与计划
Discuss the stakeholder participation plan with the stakeholder

C

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

5.范围管理–变更管理–瀑布型变更（一次交付、尽量限制、确定性需求 ＞风险储备）–一个中心，两个基本点–一个中心：计划 = 执行–两个基本点：1.内部变更先分析：分析原因、影响、解决方案。2.外部变更先沟通：了解需求，正式提出，核对信息。

119、 [单选] 在一个项目接近完成时，客户请求增加在已批准项目范围以外的额外功能。客户表示如果没有该功能，将不会提供项目验收。项目经理下一步应该做什么？

When a project is nearing completion, the client requests additional features that are not included in the scope of the approved project. The customer stated that without this feature, project acceptance will not be provided. What should the project manager do next?

A：与项目发起人讨论客户的需求，并请求获得他们的批准
Discuss the client’s needs with the project sponsor and request their approval

B：要求客户遵循已批准的工作说明书（SOW）并避免变更
Require customers to follow approved work instructions (sow) and avoid changes

C：分析增加新功能的影响，并在不影响进度计划时将其包含在内
Analyze the impact of adding new features and include them only if they do not affect the schedule

D：收集有关该功能的更多信息，并向变更控制委员会（CCB）提交变更请求
Collect more information about the feature and submit a change request to the Change Control Board (CCB)

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

7.成本管理–数据分析-挣值分析–挣值分析是一种用于衡量项目进度和成本绩效的方法。正常只是前任PM的说法，现任PM需要自行分析评估，选D。

123、 [单选] 一位项目经理已经接管了一个现有的项目，根据前任项目经理的说法，该项目已经步入正轨并在预算范围内，但是，干系人对最近的进度报告不满意，因为指标显示项目被推迟，成本高于预期。项目经理应该怎么做？

A project manager has taken over an existing project. According to the previous project manager, the project is on track and within budget. However, stakeholders are unhappy with the recent progress report since the metrics show that the project is delayed and the cost is higher than expected. What should the project manager do？

A：安排与前任项目经理的会议。
Schedule a meeting with the previous project manager.

B：向变更控制委员会（CCB）提交变更请求。
Submit a change request to the change control board (CCB).

C：为项目组成员安排培训。
Schedule training for project team members.

D：进行挣值分析（EVA）。
Conduct an earned value analysis (EVA).

D

三模

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

–“额外范围”需要评估是否会影响到基准；

5、 [单选] 一位项目经理刚刚收到一位运营职能经理的通知，要求他完成一个几周前正式关闭的项目的额外范围项目。这个范围看起来相对较小，作为日常运营活动的一部分很容易处理。项目经理应该如何处理这个要求呢？

A project manager has just received communication from an operational functional manager to complete an additional scope item for a project that was formally closed a few weeks ago. The scope looks relatively small and simple to handle as part of the daily operations activity. How should the project manager deal with this request?

A：提交变更请求并分配执行所需的预算和资源。
Submit a change request and allocate the budget and resources needed for execution.

B：确认预算和资源可用于执行工作请求。
Confirm that the budget and resources are available to execute the work request.

C：查核有关申请的组织内可用的其他资源。
Check the alternative resources available in the organization for the request.

D：评估请求的性质，并相应地计划沟通。
Evaluate the nature of the request and plan communication accordingly.

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

变更–预测变更–变更请求–提出变更，要先进行变更的可行性评估。

26、 [单选] 为项目供应一款特殊设备的供应商报告称，由于次级供应商遇到技术问题，交货可能会迟延。为了保持进度计划，该供应商提议弃用该次级供应商的组件，代之以与项目规格中规定的组件不同的类似部件。项目经理接下来该做什么？

A vendor supplying a piece of specialized equipment for a project has reported the potential for a delivery delay due to a technical issue with the sub-supplier to stay on schedule, the vendor proposed replacing the sub-supplier’s component with a similar part that is different from the one that is stipulated in the project specifications. What should the project manager do next?

A：坚持要求使用符合项目规格的组件，并将设备空运过来，以减轻迟延风险。
Insist on using the component per the project specifications and air freight the equipment to mitigate the delay.

B：接受更换提议，以便使采购活动正常进行。
Accept the proposed replacement in order to keep procurement activities on track.

C：指示供应商使用符合项目规格的部件，并更新进度计划。
Instruct the vendor to use the part that is compliant with the project specifications and update the schedule.

D：咨询主题专家（SME）的意见，了解该变更提议可否接受。
Consult with a subject matter expert (SME) to see if the proposed change is acceptable.

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

变更–预测变更–变更流程–变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB。

变更–预测变更–变更流程–审批前，三步骤：提出变更→分析影响→提交审批

56、 [单选] 大型项目的人力资源获取过程最近发生了变化。一个主要的流程变更包括财务经理和招聘经理的批准。对流程的这种变更意味着更长的处理时间。该项目迫切需要新的资源。项目经理应该怎么做？

A human resource (HR) acquisition process for a large project has recently changed. One major process change includes the approval of the financial manager and the recruitment manager. This change to the process implies longer processing. The project urgently needs new resources. What should the project manager do?

A：调整资源管理计划，并在发送给客户之前申请财务批准。
Adapt the resource management plan and ask for financial approval before sending it to the customer.

B：评估变更的影响，并审查下一步的项目管理计划。
Assess the impact of the change and review the project management plan for next steps.

C：请财务经理由于可能的项目延误和处罚而推迟执行。
Ask the financial manager to delay implementation due to potential project delays and penalties.

D：审查项目进度，以确定哪种技术将减少对项目工期的影响。
Review the project schedule to determine which technique will reduce impact on project duration.

B

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

变更–预测变更–变更流程–详见变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB。

68、 [单选] 一位项目经理加入了一个团队，该团队向客户提供定制的企业资源规划（ERP）系统。开发团队发现了一个潜在的设计问题，在与项目负责人和团队成员对该问题进行审视之后，所有人均同意对设计进行修改，以避免在部署时出现系统缺陷。该设计已经获批，项目经理接下来该做什么？

A project manager joins a team that is providing a customized enterprise resource planning (ERP) system to a client. A potential design problem is identified by the development team. After reviewing this issue with the project owner and team members, all agreed to revise the design to avoid a system defect when deployed. The design is already approved. What should be the project manager’s next steps?

A：提出变更请求，并征得项目负责人正式批准。
Make a change request and get formal approval from the project owner.

B：将问题告知客户，并遵循变更请求流程。
Inform the client of the problem and follow the change request process.

C：修改设计规格，并将之转交给开发团队，以便重新编程。
Amend the design specifications and pass them to the development team for reprogramming.

D：进行概念验证，确保重新修改的设计中不存在任何问题。
Conduct a proof of concept to make sure there are no problems in the revised design.

B

变更–预测变更–变更流程–变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB

96、 [单选] 项目经理签订了一份合同，领导一个供应商团队，执行全国性的系统实施项目。项目启动后，合同签订组织宣布对系统进行变更，因为另一个独立供应商团队完成了额外工作，这导致合同发生变化，项目经理应如何处理这些变化？

A project manager signs a contract to lead a team of vendors for a nationwide system implementation project. After initiation, the contracting organization announces changes to the system, as additional work was completed by another team of independent vendor this resulted in variations to the contract. How should the project manager deal with these changes?

A：审查协议并为额外工作项开具发票
Review the agreements and invoices the additional work items

B：支持供应商团队根据初始合同实施这些变更
Support the vendor team implementing the changes as per the initial contract

C：与供应商合作，提供有关工作的专家指导和检查点
Work with the vendor to provide expert guidance and check points on the work

D：与该组织合作制定支持变更和升级上报流程的计划
Work with the organization to develop a plan that supports the change and escalation processes

D

变更–预测变更–变更流程–变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB。–生命周期和开发方法的变更比较重大，需要先进行分析。

118、 [单选] 某公司正在运用预测型方法开发范围管理计划中定义的一个特定组件。由于监管要求会定期变更，开发团队已请求运用敏捷方法。针对开发团队的请求，项目经理应做什么？

A company is using a predictive approach for the development of a particular component as defined in the scope management plan. Due to regularly changing regulatory requirements, the development team has requested to utilize agile approaches. What should the project manager do about the development team’s request?

A：上报额外财务资源请求。
Escalate the request for additional financial resources.

B：对需要按所要求的方法予以应对的需求进行分析。
Analyze the requirements that will need to be addressed under the requested method.

C：将该请求转交给项目管理办公室（PMO），并对组织过程资产作出修改。
Forward the request to the project management office (PMO) to amend the organizational process assets.

D：请求项目发起人批准实施该新方法。
Ask the project sponsor to obtain approval for implementation of the new approach.

B

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

150、 [单选] 一个项目即将完成，但落后于原计划。应急预算已经被使用，但剩余的预算应该足以完成该项目。项目的唯一主题专家（SME）被其经理要求解决运营部门的问题。项目经理应该怎么做？

A project is near completion but it is behind schedule. The contingency budget has already being used, although the remaining budget should be enough to complete the project. The only subject matter expert (SME) assigned to the project has been asked by their manager to solve a problem in the operations department. What should the project manager do?

A：将情况上报给项目发起人。
Escalate the situation to the project sponsor.

B：释放资源以处理操作优先级。
Free the resource to handle the operations priority.

C：要求经理提交一个变更请求。
Ask the manager to submit a change request.

D：针对这种情况设计一个谈判策略。
Design a negotiation strategy for this situation.

CD

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

164、 [单选] 在审视原型时，质量团队发现了一些偏差，虽然它们不会影响主要功能，但却有可能在未来成为问题，为了避免未来发生重大问题，该团队建议采取纠正措施，但需要额外资金，该项目已经预算紧张，甚至已经动用了应急储备。项目经理应该做什么？

While reviewing prototypes, the quality team found some deviations that do not affect the main functionality but have the potential to be an issue in the future. To avoid major problems in the future, the team recommends corrective actions that will require additional funds. The project is already struggling to stay on budget and has even used some of the contingency reserve. What should the project manager do?

A：向项目发起人报告，该产品工作正常，但该项目预算紧张。
Report to the project sponsor that the product is working and the project is struggling with the budget.

B：让质量团队弃用该样品，转而用新样品进行测试。
Ask the quality team to discard the sample and test again with a new sample.

C：询问产品设计师为何在设计阶段未将该偏差考虑在内。
Ask the product designer why the deviation was not considered in the design phase.

D：与干系人共同评估和启动变更请求流程。
Evaluate and initiate the change request process with the stakeholders.

D

变更–预测变更–变更流程–变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB。–在预测中加入敏捷方法相当于一个新的变更，要走变更流程。

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

169、 [单选] 预测型项目团队遇到一个场景，他们需要使用一些敏捷工具和方法。然而，他们并不认为这是合适的，因为他们的组织项目管理流程并没有提到这一点。在这种情况下，项目经理应该怎么做？

A predictive project team come across a scenario where they need to use some agile tools and methods. However, they did not feel this was appropriate since their organizational project management processes did not mention this. What should the project manager do in this scenario?

A：确保项目团队遵循组织的项目管理过程。
Ensure the project team follows the organizational project management processes.

B：创建一个变更请求，以包含敏捷方法并继续实施。
Create a change request to include the agile methods and proceed to implementation.

C：与团队合作，确定适当的项目方法和做法，并加以实施。
Work with the team to determine appropriate project methods and practices and implement them.

D：准备总结并将此问题上报项目变更控制委员会（CCB）。
Prepare a summary and escalate this issue to the project’s change control board (CCB).

B

冲刺

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

125、 [单选] 当项目发起人要求额外的可交付物时，项目完成了70%。项目经理首先应该做什么？

A project is 70% complete when the project sponsor requests an additional deliverable. What should the project manager do first?

A：拒绝请求，因为太迟，导致主要范围蔓延。
Reject the request as being too late and leading to major scope creep.

B：向变更控制委员会（CCB）提出请求，以便作出决定。
Submit the request to the change control board (CCB) for a decision.

C：与项目发起人就可能的替代办法进行谈判。
Negotiate with the project sponsor on the possible alternatives.

D：确定这项变更对项目各方面可能产生的影响。
Determine the possible impact of this change on all aspects of the project.

D解析：变更题，走变更流程，首先分析影响，选D。

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

127、 [单选] 项目交付的一个模块在用户验收测试（UAT）中失败。项目经理意识到在功能测试中失败的组件是由另一个团队创建的，并且业务经理批准了一个不同的功能。项目经理应该怎么做？

One of the modules delivered by the project failed during user acceptance testing (UAT). The project manager realizes that the component that failed in the functional tests was created by another team and a different functionality was approved by the business manager. What should the project manager do?

A：与所有干系人一起回顾整体变更控制流程。
Review the integrated change control process with all the stakeholders.

B：将不一致的情况上报给项目管理办公室（PMO）和职能经理的主管。
Escalate the misalignment to the project management office (PMO) and the functional manager’s director.

C：要求项目管理办公室（PMO）从其他团队的预算中回收修复的成本。
Ask the project management office (PMO) to recover the cost of fixing it from the other team’s budget.

D：要求专门的业务资源来支持
Request dedicated business resources to support functional testing.

B A解析：根据题干，了解到项目交付的组件与业务经理批准的功能不匹配时，这可能是由于变更控制流程中的某些误解造成的。项目经理应该与所有相关干系人一起回顾整体变更控制流程，确保所有的变更都经过了适当的评审、批准和沟通。选A。

必刷

无