目录
模拟考试（一）
2、 [单选] 在执行阶段，市场部通知项目发起人中心小组提供了看产品的混合审查，需要进行细微变更，项目发起人指示项目经理包含变更，因为该变更不会改变范围或预算。项目经理接下来应该怎么做？
During the execution phase, marketing informs the sponsor that focus groups give the project mixed reviews and a minor change is required. The sponsor instructs the project manager to incorporate the change, because it will not change the scope or budget. What should the project manager do next?
- A：记录要求的变更。
Document the requested change - B：为执行变更分配职责
Assign responsibility for implementing the change - C：与受影响方沟通该变更
Communicate the change to the affected parties - D：召集团队来评估变更的影响
Convene the team to evaluate the impact of the change.
正确答案：D 你的答案：A
解析：监控过程组 项目整合管理 实施整体变更控制的流程。
8、 [单选] 一个项目由三个活动组成。A 活动历时 5 周，B 活动历时 6 周，C 活动历时 7 周。活动排序为 A-B-C。但是，活动 B 的资源分配要 1 周，C 在 B 活动开始 1 周后开始。则该项目最短工期是多少？
A project is made of three activities. Activity A is lasting for 5 weeks, activity B is lasting for 6 weeks, activity C is lasting for 7 weeks, the taxis is A-B-C. While, it will take 1 week for resource distribution of activity B, and activity C will start in one week after the beginning of activity B. What is the shortest time limit for this project?
- A：12 周
12 weeks - B：13 周
13 weeks - C：14 周
14 weeks - D：16 周
16 weeks
正确答案：C 你的答案：B
解析：PMBOK（6） 6.5.2.2关键路径法。如图：
66、 [单选] 采购订单属于哪一种合同类型？
Which contract type is a purchase order?
- A：工料合同
Time and material - B：成本加固定酬金合同
CPFF - C：成本补偿合同
Cost-reimbursable - D：固定总价合同
Firm fixed-price
正确答案：D 你的答案：A
解析：按照规定的价格交付规定的产品的采购订单也是固定总价合同的一种
74、 [单选] 在一个高端项目中，项目管理办公室（PMO）主管想要证明项目可交付成果的质量符合组织和法律规章的证据。PMO 主管还需要已确认的所有项目差距和最佳实践。项目经理应该向 PMO 主管提供下列哪一份文件？
In a high-profile, the project management office (PMO) director want evidence that the quality of the project deliverables conforms to organizational and legal regulations. The PMO direct also want all project gaps and best practices identified. What document should the project manager provide to the PMO director?
- A：由内部团队创建的质量控制文件
Quality control document created by the internal team - B：由内部团队创建的质量管理文件
Quality management document created by the internal team - C：由外部资源创建的质量控制文件
Quality control document created by an external source - D：由独立资源创建的质量控制文件
Quality control document created by an independent source
正确答案：B 你的答案：A
解析：见 PMBOK 8.1.3.1 质量管理计划是项目管理计划的组成部分，描述将如何实施组织的质量政策，以及项目管理团队准备如何达到项目的质量要求，项目管理计划是由项目团队创建的。
93、 [单选] 你刚刚收到客户对项目的正式确认，你下一步应该做的是
You have just received formal acceptance of the project from your customer. Your next step should be to
- A：把接受到的确认文件分发给其他的项目相关方
Distribute the acceptance documentation to other stakeholders as appropriate - B：把接受到的确认文件归入项目档案
File the acceptance documentation in the project archives - C：同员工一起整理在这个项目中获取的经验和教训
Document lessons learned with your staff - D：进行项目审核
Conduct a project audit
正确答案：A 你的答案：B
解析：指南-5.5.3.1 确认范围-输出-1.验收的可交付成 果：符合验收标准的可交付成果应该由客户或发起人正式签字批准。应该从客户或发起人那里获得正式文件，证明相关方对项目可交付成果的正式验收。
100、 [单选] 结束项目阶段，需要执行信息编制，作为项目的历史纪录。文件评估了项目的整体成功性，包括项目的优势、劣势、组织以及用于获得结果的技术。这个信息收集过程称作什么?
At the conclusion of a project, there is a compilation of information that serves as the memory and history of the project. That document evaluates the overall success of the project including its strengths and weakness, organization and techniques used to get results. What is the collection of information called?
- A：项目相关方的反馈
Stakeholder feed back - B：项目实施后的审计
Post-implementation audit - C：经验教训
Lesson learned - D：最终项目报告
Final project report
正确答案：C 你的答案：D
解析：组织过程资产更新--把历史信息和经验教训信息存入经验教训知识库，供未来项目或阶段使用。可包括问题与风险的信息，以及适用于未来项目的有效技术的信息。每一个阶段的输出是下一阶段的输入。项目收尾阶段更新组织过程资产，其中包含经验教训。
107、 [单选] 倾听不只包含听声音。好的聆听者
Listening involves more than hearing sounds. The good listener
- A：反馈或重复一些说过的话
Repeats some of the things said - B：完成讲话人的句子
Finishes the speaker's sentences - C：写下一切
Writes everything down - D：频繁地点头
Nods his head frequently
正确答案：A 你的答案：D
解析：沟通中要善于聆听，当然，倾听的同时不断重复信息发出者说过的一些话，表示给予信息发出者及时的反馈。
110、 [单选] 项目团队正在制定风险管理计划，本过程采用何种工具和方法确定风险成本因素，并为项目预算和时间表覆盖的活动安排进度？
A Project team is developing the risk management plan. Which tools techniques of this project are used to develop risk cost elements, and schedule activities, which will be included in the project budget and schedule?
- A：会议
Planning meetings and analysis - B：经验教训
Lessons learned - C：信息采集方法
Information gathering technique - D：风险数据质量评估
Risk date quality assessment
正确答案：A 你的答案：D
解析：规划过程组。项目风险管理，考察规划风险管理工具与技术
114、 [单选] 客户要求项目经理在一星期内让系统上线。系统仍然有些小缺陷，但是项目经理希望满足客户的愿望，让系统按时上线。项目经理应该选择以下哪个风险策略？
The customer asks the project manager to have the system online within one week. There are still bugs in the system, but the project manager wants to meet the customer’s desire to have the system running on time. The project manager should choose which of the following risk strategies?
- A：缓解
Mitigate - B：接受
Accept - C：转让
Transfer - D：避免
Avoid
正确答案：B 你的答案：D
解析：风险管理策略.消极风险应对策略：回避、转移、减轻和接受。接受是指因为几乎不可能消除项目的全部威胁，所以就需要采用风险接受策略。该策略表明，项目团队已决定不为处理某风险而变更项目管理计划，或者无法找到任何其他的合理应对策略。出处：PMBOK第6版 中 11.5 规划风险应对
116、 [单选] 风险可以在风险管理过程的哪个阶段被识别出来？
Risks will be identified during which risk management process (es)?
- A：实施定量风险分析和识别风险
Perform Qualitative Risk Analysis and Identify Risks - B：识别风险和监督风险
Identify Ris ks and Control Risks - C：实施定量风险分析和监督风险
Perform Qualitative Risk Analysis and Control Risks - D：识别风险
Identify Risks
正确答案：B 你的答案：D
解析：这道题很迷惑人。一般风险是在风险识别时确认的，但是新出现的风险是在风险监控时确认的。监督风险-输出-项目文件更新-风险登记册（更新风险登记册，记录在监督风险过程中产生的关于单个项目风险的信息，可能包括添加新风险、更新已过时风险或已发生风险，以及更新风险应对措施，等等。）
128、 [单选] 在与相关方的项目计划介绍会议上，针对一个问题进行了讨论，并达成了一项协议，各方都持相同意见。然而，过了一段时间后，项目经理又从一个主要利益相关方那里收到一封电子邮件说他们改变主意了。他们对这个问题的看法有所改变，希望各方能够一起重新讨论新的方法和选择。项目经理应首先尝试哪种解决冲突的方法呢？
During the project plan presentation meeting with the stakeholders. An issue was discussed and a resolution was reached, and all interested parties were on board. Sometime after the meeting, the project manager receives an e-mail from one of the key stakeholders saying they have changed. Their mind about the agreed to solution and would like to get the group back together to discuss new options. What conflict resolution techniques should the project manager try first?
- A：妥协
Compromising - B：强迫
Forcing - C：调和
Smoothing - D：撤退
Withdrawing
正确答案：A 你的答案：C
解析：管理相关方参与之人际关系技能(解决冲突）出处：PMBOK2012 中 9.5.2.1 解析：参考答案 A，妥协各让一步，项目经理不坚持协议不能改变，对方需要对改变陈述理由。妥协就是寻找能让全体当事人都在一定程度上满意的方案，是很好的冲突解决方法。B 强迫不改变主意不妥。C 调和求同存异，并没解决问题。D 撤退躲避于事无补。
133、 [单选] 项目经理负责一个系统集成项目。执行中管理质量需要哪些文件？
The project manager is responsible for a system integration project. Which documents are required to manage quality on the project?
- A：质量测试指标，风险报告和项目管理计划
Quality metrics, risk report, project management plan - B：项目管理计划，经验教训文件和范围说明书
Project management plan, lessons learned, scope statement - C：成本绩效基线，项目管理计划和进度绩效指数
Cost performance baseline, variance analysis, risk register - D：项目管理计划，偏差分析和风险登记薄
Project management plan, variance analysis, risk register
正确答案：A 你的答案：B
解析：管理质量的输入。8.2.1.2 项目文件质量测量指标
135、 [单选] WBS及WBS词典已经完成，项目团队开始识别风险。发起人找到了项目经理，要求制定一个100,000美元的责任分配矩阵。项目的在三个国家进行，使用人员14人。项目预计风险很小，而且项目经理以前做了很多类似的项目。接下来项目经理应该所什么？
The WBS and WBS dictionary are completed. The project team has begun working on identifying risks. The sponsor contacts the project manager, requesting that the U.S. $l00，000 responsibility assignment matrix be issued. The project has a budget of and is taking place in three countries using 14 human resources. There is little risk expected for the project and the project manager has managed many projects similar to this one. What is the next thing to do?
- A：理解类似项目发起人的经验教训
Understand the experience of the sponsor on similar projects. - B：创造活动清单
Create an activity list - C：确保项目范围得到了定义
Make sure the project scope is defined. - D：完成风险管理，制定责任分配矩阵。
Complete risk management and issue the responsibility assignment matrix.
正确答案：B 你的答案：D
解析：WBS及WBS词典已经完成，说明5.4创建WBS过程已经完成。接下来要继续将工作包分解为活动。
141、 [单选] 制定项目章程时，一名项目相关方没有提供任何意见。项目经理反复询问让该项目相关方提供必要的意见，以便完成宏观需求。但虽然项目经理努力了,情况却没有得到改善。项目经理接下来应该怎么做？
While creating the project charter, a key stakeholder does not offer any input. The project manager repeatedly asks the stakeholder to provide the necessary input to complete the high-level requirements. Despite the project manager’s efforts，the situation does not improve. What should the project manager do next？
- A：将该相关方从相关方登记册中删除
Remove the stakeholder from the stakeholder list. - B：与项目团队假定需求
Assume the requirements together with the project team. - C：将缺失意见作为一项目风险，添加到主要风险描述中
Add the missing input as a risk to the high-level risk description. - D：将该问题上报给项目发起人
Escalate the issue to the project sponsor.
正确答案：C 你的答案：D
解析：根据题意，相关方意见缺失是一种风险，应该加以识别，记录到风险登记册中去，相关方登记册是识别风险的输入，所以选 C。参见 PMBOK 2016 中 11.2.1 考点：识别风险。
142、 [单选] 一个项目发起人落实一项新的文件控制流程。这项新流程将延迟对信息的访问，将导致人工成本增加以及进度延迟。项目经理应该如何整合利用这个流程？
A project sponsor implements a new document control process. This new process will delay the access of information, which will cause labor costs increase and schedule plan delay.How should the project manager integrate this new process?
- A：使用变更管理计划实施新的需求。
Implement the new requirements using the change management plan. - B：想出更为有效的文件控制流程用于项目。
Propose a more efficient document control process for use on the project. - C：使用风险管理计划评估风险，并向项目发起人报告。
Use the risk management plan to evaluate the risk and report back to the sponsor - D：与项目相关方安排一次会议，进行风险紧迫性评估。
Schedule a meeting with project stakeholders for a risk urgency assessment
正确答案：A 你的答案：D
解析：发生的变更都要使用变更管理计划规定的变更流程进行实施。
154、 [单选] 项目经理接管一个处于执行阶段的项目，客户无法按照要求的详细程度来定义项目目标，项目团队成员已经开始抱怨，因为需求的不断变化导致无法进行工作估算和进度编制，项目经理应该怎么做？
The project manager takes over a project that is in the execution phase, the customer is unable to define the project objectives according to the level of detail required, and the project team members have begun to complain because the changing requirements lead to the inability to work out the estimate and schedule, what should the project manager do?
- A：将团队成员的抱怨告诉客户，并要求更多的详细要求
Inform the customer of team members ' complaints and ask for more detailed requirements - B：告诉项目团队成员客户无法按照要求的节奏提供需求
Tell the project team members that the customer is unable to deliver requirements at the required pace - C：当有更详细信息时，更新高层次 WBS
Update high-level WBS when more details are available - D：让项目团队关注当前任务
Let the project team focus on the current task
正确答案：D 你的答案：C
解析：指南-5.4.3.1范围基准&6.2.2.3滚动式规划，在当前无法分解的可交付成果和组件，通过滚动式规划，在达成一致意见后进行。在此之前，项目团队应关注当前已明确已量化可执行的任务。
161、 [单选] 在项目执行阶段，供应商选择团队收集评估资料，做出选择客户关系管理体系的决策。对于这项工作，项目经理会采取下面那个方法呢？
During the execution phase, the supplier selection team gathers evaluation materials to make a selection decision for a customer relationship management system. For this work, the project manager will use which of the following?
- A：建议评估表
Proposal evaluation sheet - B：自制或外购表
Make-or-buy analysis - C：采购工作描述
Procurement statement of work - D：挣值分析
Earned value analysis
正确答案：A 你的答案：C
解析：排除法－本题在项目执行阶段；A是实施采购的工具B是规划采购的工具C是规划采购的输出D是控制成本和进度的工具。除了A以外，其他选项与供应商选择无关。
164、 [单选] 项目团队主管通知项目经理一个阶段已经完成，项目经理下一步应该怎么做？
The project team leader informs the project manager that a phase has been completed and what should the project manager do next?
- A：更新项目计划，并继续下一个阶段
Update the project plan and continue to the next stage - B：向客户提供阶段可交付成果
Deliver stage deliverables to customers - C：接受可交付成果
Accept Deliverable - D：验证可交付成果
Validate Deliverables
正确答案：D 你的答案：A
解析：指南-5.5.3.1验收的可交付成果，符合验收标准的可交付成果应该由客户或发起人正式签字批准。应该从客户或发起人那里获 得正式文件，证明相关方对项目可交付成果的正式验收。
167、 [单选] 审查项目章程之后，项目经理下一步应该做什么？
After reviewing the project charter, what should the project manager do next?
- A：制定项目进度表
Develop the project schedule - B：收集需求
Collect requirement - C：定义产品范围
Define the product scope - D：制定项目范围说明书
Develop the project scope statement
正确答案：B 你的答案：D
解析：指南-5.2收集需求，四个选项的顺序是B-CD-A。
171、 [单选] 什么时候应该寻求项目可接受成果的正式验收？
When should be the right time to launch a formal acceptance of a project deliverables?
- A：在交付成果安装在客户系统之前
Before the deliverables have been instated in the client systems - B：在可交付成果安装在客户系统之后
after project deliverable have been instated in the client system. - C：在项目经理证明所有客户需求均已满足之后
after the project manager demonstrates that all client specifications have been - D：在项目经理汇报所有客户需求均已满足之后
after the project manager reports that all client specifications have been completed
正确答案：C 你的答案：D
解析：指南-5.5.1.3核实的可交付成果，指已完成并被质量控制过程检查为正确的可交付成果，是确认范围的依据。
172、 [单选] 项目经理接管一个执行阶段的项目，在对项目进度进行初步审查期间，项目经理注意到与特定关键路径活动有关的信息不完整，有些活动还存在风险。项目经理如何才能确定每项活动的责任？
A project manager takes over a project in the execution phase,During an initial review of the progress, the project manager notices that information relevant to specific critical path activities is incomplete, and some activies are at risk. How could the project manager identify accountability for each activity?
- A：工作分解结构
Work breakdown structure - B：责任分配矩阵
Responsibility assignment - C：组织分解结构
Organizational bre akdown structure - D：风险登记册
Risk register
正确答案：B 你的答案：D
解析：9.1.2.2，责任分配矩阵可以表示每项活动的职责，一种将项目组织分解结构与工作分解结构联系起来的结构，有助于确保项目工作范围的每个组成部分都被分配给了某个人或某个团队。
182、 [单选] 询问团队成员各自工作活动的时间估算，以及为每项活动讨论日历日期协议包含在哪一项？
What process include asking team members for a time estimate for their activities, agreement on a calendar date for each activity?
- A：制定进度计划
Develop Schedule - B：控制进度
Control Schedule - C：定义活动
Definition activity - D：估算活动持续时间
Estimating activity duration
正确答案：D 你的答案：A
解析：指南-6.4.1.2项目文件，资源日历
183、 [单选] 你负责一两年期的项目，该项目已经进行了一半，要在全国的外地办事处部署新技术。升级马上要完成时，一飓风造成了停电。当电力恢复时，所有的项目报告和历史数据都丢失了，没有办法找回。应该怎么做以减轻该风险？
You were in the middle of a two-year project to deploy new technology to field offices across the country. A hurricane caused power outages just when the upgrade was near completion. When the power was restored, all of the project reports and historical data were lost with no way of retrieving them. What should have been done to mitigate this risk?
- A：买保险
Purchase insurance. - B：计划储备基金
Plan for a reserve fund. - C：监测气象，建立应急计划
Monitor the weather and have a contingency plan. - D：在飓风期外安排安装工作
Schedule the installation outside of the hurricane season.
正确答案：C 你的答案：D
解析：风险是由停电引起的丢失数据，选项A不能解决这个问题，它转移风险。储备金基金（选项B）可以接受，并且会在停电之后帮助解决成本因素，但是不能降低它的概率或影响。通过在其它时间安排安装避免飓风（选项D）减轻停电风险但是对项目进度会有显著的负面影响，所以也不对。选项C和D中更好的一个是监控天气，知道何时实施应急计划。这是一个两年的项目也是有关系的，如果项目更短，选项D就会更好。
189、 [单选] 项目经理接管了一个项目，该项目曾在范围管理方面存在挑战，项目变更控制计划要求项目发起人决定是否将变更纳入项目，若要减少当前项目范围的问题，项目经理应该建议下列哪一项？
The project manager took over a project that had challenges in scope management, and the project change control plan required the project sponsors to decide whether to include the changes in the project, and to reduce the current project scope, which project managers should recommend?
- A：由变更控制委员会来对变更做出最终决定
Change control Board to make final decision on change - B：由项目经理和发起人对变更做出最终决定
Final decision on change by project manager and sponsor - C：由整个项目团队对变更做出最终决定
The entire project team makes the final decision on the change - D：仍由发起人对变更做出最终决定
The sponsor will still make a final decision on the change.
正确答案：D 你的答案：A
解析：根据题意，项目变更管理计划中明确了由发起人来决定变更是否纳入项目，所以应该按照计划由发起人来决定变更是否纳入项目，所以选 D
191、 [单选] 你的项目曾经很难获得项目管理计划的正式批准，因为项目相关方太多了，他们的要求不能放在项目里。这些项目相关方拖延项目，他们一次次的讨论他们的要求。项目最终得到了批准，于 6个月前启动。下列哪项不是好的预防措施？
Your project had a difficult time receiving formal approval of the project management plan because there were so many stakeholders whose requirements were not approved for inclusion in the project. These stakeholders argued and held up the project while they held meeting after meeting about their requirements. The project was finally approved and work was begun six months ago. All of the following would be good preventive actions to implement EXCEPT?
- A：记录哪些要求没有放在项目里
Keep a file of what requirements were not included in the project. - B：确实项目相关方没有用变更控制过程作为手段把之前的要求加回项目里
Make sure the change control process is not used as a vehicle to add back the requirements into the project. - C：使用问题登记簿
Maintain an issue log. - D：会见项目相关方，重申不能放在项目里的工作
Hold meetings with the stakeholders to go over the work that will not be added to the project.
正确答案：D 你的答案：B
解析：为什么不采取选项 D 的行动？D和 A 不是很像吗？不是的。这个问题应该解决了，但是因为关于撤消的要求有很多会议和争论，有可能项目相关方再提出这个问题。但是，因为它还没有出现，项目于 6 个月前启动，花费时间在开会上没必要。其它选项更容易，对项目影响也小，所以是可以采取的行动。
模拟考试（二）
5、 [单选] 项目经理正在与不同公司部门工作的成员一起组建项目团队。现在团队成员一起工作并且彼此信任。团队预期将经历下列哪一项组建阶段？
A project manager is developing a project team with members from different departments and have not worked together. Now, team members work together and trust one another.What development stage should the team expect to experience?
- A：形成阶段
Forming - B：成熟阶段
Performing - C：规范阶段
Norming - D：震荡阶段
Storming
正确答案：C 你的答案：B
解析：在规范阶段，团队成员开始协同工作，并调整各自的工作习惯和行为来支持团队，团队成员开始相互信任。
8、 [单选] 在项目执行阶段，一名新项目经理加入团队。项目经理得知关键相关方已经确认和接受一些可交付成果，但还存在关于其它可交付成果验收标准的协商。若要获得项目相关方对其它可交付成果的验收，项目经理应参阅哪一份文件？
During a project’s execution phase, a new project manager joins the team. The project manager learns that key stakeholders have verified and accepted some deliverables, but there are some ongoing negotiations regarding acceptance criteria of other deliverables. To what should the project manager refer to obtain stakeholders’ accept the other deliverables?
- A：变更管理计划
Change management plan - B：质量管理计划
Quality management plan - C：绩效测量指标
Performance metrics - D：需求跟踪矩阵
Requirements traceability matrix
正确答案：B 你的答案：D
解析：可交付成果验收标准即项目的质量要求，应参考质量管理计划。
9、 [单选] 当项目经理通知项目发起人项目落后于进度计划时，项目发起人坚持消减范围以满足项目期限。项目经理不同意，认为项目应延迟交付全部范围。项目经理下一步应该怎么做？
When a project manager informs the sponsor that the project is behind schedule, the sponsor insists that scope must be reduced to meet the deadline. The project manager believes that the project should be delivered later with full scope. What should the project manager do next?
- A：接受项目发起人的要求。
Accept the project sponsor’s demands. - B：要求项目团队提供解决方案。
Ask the project team for a solution. - C：保持原始范围，但比计划晚交付。
Maintain the original scope, but deliver later than planned. - D：要求关键项目相关方做出最终决策。
Ask key stakeholders to make the final decision.
正确答案：D 你的答案：A
解析：消减范围即变更项目范围基准，需要 CCB 批准。
12、 [单选] 客户批准了最终产品，项目经理收到所有部门的报告。项目经理下一步应该怎么做？
The customer approved the final product, and the project manager received reports from all departments. What should the project manager do next?
- A：查看沟通管理计划，并共享最终项目报告。
Review the communications management plan, and share the final project report. - B：执行结束采购过程，并记录经验教训。
Conduct the Close Procurements process, and document lessons learned. - C：安排一次项目结束会议，并解散资源。
Schedule an end-of-project review meeting, and release the resources. - D：安排一次所有团队成员参加的会议，庆祝项目成功。
Schedule a meeting with all team members to celebrate the project’s success.
正确答案：D 你的答案：B
解析：指南-4.7.2.3 最终可交付成果已经移交给客户，并且收集了项目文档，应在庆功会之后再解散团队。
22、 [单选] 项目团队成员在地理位置、文化以及工作实践方面存在多样化，若要确保团队遵从标准方法，项目经理可以怎么做？
When project team members are diverse regarding their locations, cultures, and work practice, what can a project manager do to ensure that the team adheres to a common standard approach?
- A：采用由所有团队成员都同意的最佳实践。
Adopt best practices agreed to by all team members. - B：在风险登记册中记录并接受相关风险，但允许有充足的项目应急。
Note and accept the associated risks in the risk register, but allow for sufficient project contingency. - C：使用帕累托图确定在哪里可以实现共性。
Use a Pareto diagram to determine where commonality can be achieved. - D：在制定项目管理计划之前要求团队输入。
Ask for team input prior to developing the project management plan.
正确答案：A 你的答案：D
解析：要确保团队遵从标准方法，就需要团队成员达成一致。
51、 [单选] 一个项目接近完工，这时项目经理发现一个新风险。发现这个风险时，项目经理执行的是什么活动？
A project is nearing completion when the project manager discovers a new risk. What activity was the project manager performing when they discovered this risk?
- A：识别风险
Identifying risks - B：定量风险分析
Quantitative risk analysis - C：风险再评估
Risk reassessment - D：监督风险
Controlling risks
正确答案：C 你的答案：D
解析：在监督风险中，经常需要识别新风险，对现有风险进行再评估，以及删去已过时的风险。 应该定期进行项目风险再评估。反复进行再评估的次数和详细程度，应该根据相对于项目目标的项目进展情况而定。
62、 [单选] 在项目初始阶段，项目发起人表示项目必须在六个月内完成。若要确定时间线是否切合实际，项目经理应该怎么做？
During a project’s initial phase, the project sponsor expresses that it must be completed within six months. What should the project manager do to determine if the timeline is realistic?
- A：咨询主题专家（SME）。
Consult subject matter experts (SMEs). - B：查看资源管理计划。
Refer to the human resource management plan. - C：查看进度管理计划。
Refer to the schedule management plan. - D：安排一次与项目相关方召开的焦点小组会议。
Arrange a focus group with project stakeholders.
正确答案：D 你的答案：A
解析：若要确定时间线是否切合实际，需要具体执行工作的团队成员参与评估，因此安排一次与项目相关方召开的焦点小组会议比较合适。
81、 [单选] 作为一个大型组织中关键项目的组成部分，部门制造业务被外包给第三方，项目经理得知部门自己来执行将比预期更早到达且数量更多，项目经理下一步应该怎么做？
As part of a key project in a large organization, the department's manufacturing business was outsourced to a third party. The project manager learned that the department's execution would arrive earlier than expected and the number was greater. What should the project manager do next?
- A：审查项目进度计划并快速跟进活动，以便尽早完成项目
Review the project schedule and fast track activities to complete the project as soon as possible - B：增加额外资源，尽早结束项目，并更新经验教训
Increase additional resources to complete the project as soon as possible and update lessons learned - C：审查采购管理计划来审查第三方的交付条款
Review the procurement management plan to review the delivery terms of the third party - D：审查成本和进度计划
Review costs and schedule
正确答案：D 你的答案：C
解析：首先需要审查外包行为是否可以满足成本和进度计划，如果不行，再做变更，如果可以满足项目需求，再收集其他信息决定是否要变更
98、 [单选] 在项目执行过程中，一位相关方要求一名团队成员执行与项目无关的紧急任务，团队成员执行了该请求，导致其项目相关活动延后，项目经理在一次状态报告会上得知这一情况，项目经理应该怎么做？
In the execution of the project, a stakeholder required a team member to perform emergency tasks that were unrelated to the project. The team member executed the request, resulting in delays in project-related activities. The project manager learned this at a status report meeting. What should the project manager do?
- A：要求该团队成员加班去弥补损失的时间
Ask the team member to work overtime to make up for the loss - B：通知相关方预期交付期限无法满足
Notify the stakeholder that the expected delivery deadline cannot be met - C：强调遵循沟通管理计划的重要性
Emphasize the importance of following the communication management plan - D：建议重新规划项目活动
Recommend to re-plan project activities
正确答案：D 你的答案：C
解析：其相关活动延后的情况已经发生，目前能做的只是重新规划项目活动，力争按时交付项目。
102、 [单选] 一个项目延迟交付，且需要进行变更才能获得理想的可交付成果质量级别，项目经理提出一个正式的变更请求，并与所有相关方沟通变更，然后项目经理得知这种沟通方式未能满足相关方期望，项目经理应该怎么做？
A project has been delayed in delivery and needs to be changed to achieve the desired quality level of deliverables. The project manager made a formal change request and communicated the changes with all stakeholders. Then the project manager learned that this communication method failed to meet stakeholders' expectations. What should the project manager do?
- A：审查沟通管理计划和相关方参与计划
Review communication management plan and stakeholder management plan - B：签发变更要求，在项目管理计划中包含相关方的期望
Issue a change request and include stakeholders' expectations in the project management plan - C：与项目发起人开会，以更好地了解相关方的期望
Meet with project sponsor to better understand stakeholders' expectations - D：遵循沟通管理计划，并签发一份状态报告
Follow the communication management plan and issue a status report
正确答案：A 你的答案：B
解析：考点：10.3 监督沟通。首先得明确，本题考的是沟通效果不好怎么做，前面项目状态和变更部分的描述都是背景材料，也是干扰项，首先排除。然后，题眼是沟通方式未能满足相关方期望，这里的沟通方式默认是按照沟通管理计划中制定的方式实施。在监督沟通的过程中，发现沟通失效或效果不好，首先应审核沟通管理计划和相关方参与计划，然后确定是否需要更新这些计划，选A。
106、 [单选] 新任命的项目经理获悉，相关方对已识别的项目问题和风险非常担心，他们对超过一个月时间里没有任何沟通表示不满。新项目经理应该怎么做？
The newly appointed project manager was informed that the stakeholders were very worried about the identified project issues and risks. They were dissatisfied with no communication for more than a month. What should the new project manager do?
- A：实施现有沟通管理计划和相关方参与计划
Implement the existing communication management plan and stakeholder management plan - B：更新现有沟通管理计划和相关方参与计划，并立即向相关方提供有关问题和风险
Update the existing communication management plan and stakeholder management plan and immediately provide stakeholders with relevant issues and risks - C：与相关方开会以确定沟通所需的频率，然后立即向他们提供有关这些问题和风险
Meet with stakeholders to determine the frequency of communication needed, and then immediately provide them with these issues and risks - D：与关键相关方开会，然后更新沟通管理计划和相关方参与计划
Meet with key stakeholders and then update the communication management plan and stakeholder management plan
正确答案：D 你的答案：C
解析：考点：10.3 监督沟通。本题考的仍旧是沟通不好怎么办的问题。按照流程，先分析原因，然后通过整体变更控制程序，最后实施变更。D选项先与关键相关方开会寻找原因，然后变更计划，正确。A选项直接实施现有效果不好的计划，错误。B选项立即更新计划，错误。C选项未涉及沟通计划，错误。
114、 [单选] 一位团队成员通知项目经理有一个问题可能会破坏项目，项目经理将该问题添加到问题日志，并要求团队找到解决方案。项目经理下一步应该怎么做？
A team member informed the project manager that there was a issue that could damage the project. The project manager added the issue to the issue log and asked the team to find a solution. What should the project manager do next?
- A：更新风险登记册
Update risk register - B：修订项目管理计划
Revise project management plan - C：确定适当的风险应对
Determine the appropriate risk responses - D：通知相关方
Notify the stakeholders
正确答案：C 你的答案：A
解析：PMBOK（6）P458-11.7.3.4监督风险-风险登记册。更新风险登记册，记录在监督风险过程中产生的关于单个项目风险的信息，可能包括添加新风险、更新已过时的风险或已发生风险，以及更新风险应对措施等。题目中显示这个问题已经识别出来并添加到了问题日志，那么下一步我们就要确定适当的应对措施，并把这个应对措施更新到风险登记册里面，所以这里是先C再是A。
116、 [单选] 在项目启动大会后，一位部门经理认为他们的需求没有得到解决，现在拒绝参与项目，在这次会议之前，项目经理应该准备什么？
After the project initiation conference, a department manager thought that their needs had not been solved. Now they refuse to participate in the project. What should the project manager prepare before this meeting?
- A：需求跟踪矩阵
Requirements traceability matrix - B：相关方分析
Stakeholder analysis - C：风险分析
Risk analysis - D：沟通需求分析
Communication requirements analysis
正确答案：B 你的答案：A
解析：PMBOK（6）P533-13.4.2.1监督相关方参与-相关方分析。确定相关方群体和个人在项目任何特定时间的状态。PMBOK（6）P512-13.1.2.3识别相关方-相关方分析。会产生相关方清单和关于相关方的各种信息，包括在组织内的位置、在项目中的角色、与项目的利害关系、期望、态度，对项目信息的兴趣等。
120、 [单选] 项目经理确定项目已超出预算，并将需要管理储备来完成项目，为完成项目，项目经理应该怎么做？
The project manager has determined that the project has exceeded the budget and will need the management reserve to complete the project. What should the project manager do to complete the project?
- A：获得项目发起人批准使用管理储备
Obtain project sponsor's approval to use the management reserve - B：修改成本基准并使用管理储备
Modify cost baseline and use management reserve - C：获得项目发起人的批准，包含额外资金
Obtain approval from project sponsor to include additional funds - D：执行实施整体变更控制过程，并修改成本基准
Perform integrated change control process and modify the cost baseline
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。审查所有变更请求、批准变更，管理对可交付成果、项目文件和项目管理计划的变更，并对变更处理结果进行沟通。
126、 [单选] 经历过一次失败的软件发布后，项目经理希望改进项目质量管理和控制，项目经理应该使用什么工具和方法？
After experiencing a failed software release, the project manager wants to improve project quality management and control. What tools and methods should the project manager use?
- A：风险概率与影响评估
Risk probability and impact assessment - B：名义小组技术
Nominal group technique - C：树图
Tree diagram - D：核对单
Checklist
正确答案：D 你的答案：B
解析：考点：8.3 控制质量。本题考的是控制质量应该采用何种工具和技术？选项D核对单是控制质量常用工具，正确。选项A风险概率与影响评估用于风险定性评估。选项B名义小组技术，常用于需求收集。选项C树图也不是控制质量的图表工具。
131、 [单选] 项目经理已经完成了收集相关方需求的工作。并且必须在即将召开的指导委员会上发布项目进度计划，在制定项目进度计划之前，项目经理应该做什么？
The project manager has completed the task of collecting stakeholders' requirements and must publish the project schedule on the forthcoming steering committee. What should the project manager do before developing the project schedule?
- A：创建工作分解结构
Create the Work Breakdown Structure (WBS) - B：执行风险分析
Execute risk analysis - C：估算项目成本
Estimate project costs - D：定义活动
Define activities
正确答案：D 你的答案：B
解析：PMBOK（6）P207-6.5.1.1制定进度计划输入-项目管理计划-范围基准。范围说明书、WBS和WBS词典包含了项目可交付成果的详细信息供创建进度模型时借鉴。PMBOK（6）P207-6.5.1.2制定进度计划输入-项目文件-活动属性和活动清单。活动属性提供了创建进度模型所需的细节；活动清单明确了需要在进度模型中包含的活动。在预测型生命周期中，C在制定进度计划后，A是最先创建的，有A才能进一步定义到活动，根据活动进行风险分析，本题选A和D都正确，但进度模型-进度计划的单元是活动，活动构成了进度计划，若选一个答案的话，选D定义活动。
133、 [单选] 在项目执行过程中，一名相关方希望知道谁有权分配项目资源，为了解决这个问题，项目经理应该怎么做？
In the implementation of the project, a stakeholder wants to know who has the right to allocate project resources. What should the project manager do to solve the problem?
- A：与该相关方一起审查项目章程
Review the project charter with the stakeholder - B：与该相关方一起检查沟通管理计划
Check the communication management plan with the stakeholder - C：与该相关方一起审查资源管理计划
Review the human resources management plan with the stakeholder - D：获得相关方的一致同意，并更新相关方登记册
Acquire the unanimity of the stakeholder and update the stakeholder register
正确答案：C 你的答案：A
解析：PMBOK（6）P318-9.1.3.1规划资源管理-资源管理计划-项目团队资源管理。关于如何定义、配备、管理和最终遣散项目团队资源的指南。
134、 [单选] 项目不能分配一名主题专家（SME），由于缺少主题专家，团队担心不正确的假设误导员工，项目经理应该怎么做？
The project cannot be assigned to a subject matter expert (SME). Due to the lack of SME, the team fears that incorrect assumptions may mislead employees. What should the project manager do?
- A：更新风险登记册并将该制约因素升级上报给人力资源经理
Update the risk register and report the constraint upgrade to the human resources manager - B：更新工作绩效报告并更新风险登记册
Update work performance report and risk register - C：确定是否没有可用的主题专家替代
Determine if there is no alternative subject matter expert available - D：为主题专家的任务增加应急储备
Increase the emergency reserve for the SME task
正确答案：A 你的答案：D
解析：PMBOK（6）P332-9.3.2.2获取资源-人际关系与团队技能-谈判。与职能经理谈判，确保项目在要求的时限内获得最佳资源，直到完成职责。
135、 [单选] 在获取成功完成项目的活动中，项目团队喜欢互动和交流项目执行的故事，此时项目团队处于什么阶段？
In the event of successful completion of the project, the project team likes to interact and exchange project execution stories. What phase is the project team in?
- A：震荡阶段
Oscillation phase - B：调整阶段
- C：成熟阶段
Adjustment phase - D：规范阶段
Specification phase
正确答案：D 你的答案：C
解析：PMBOK（6）P338-9.4建设团队-塔克曼阶梯理论。规范阶段，团队成员开始协同工作，并调整各自的工作习惯和行为来支持团队，团队成员会学习相互信任。成熟阶段，团队就像一个组织有序的单位那样工作，团队成员之间相互依靠，平稳高效解决问题。抓住关键词：学习相互信任-规范；成员相互依靠-成熟。本题成员们互动交流项目管理案例，是一种相互学习，不是相互依靠，所以选规范阶段，不选成熟阶段。
136、 [单选] 相关方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，然而相关方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
正确答案：C 你的答案：A
解析：PMBOK（6）P113-4.6.3.1实施整体变更控制-批准的变更请求。审查所有变更请求、批准变更，管理对可交付成果、项目文件和项目管理计划的变更，并对变更处理结果进行沟通。批准的变更请求应通过指导与管理项目工作过程加以实施。PMBOK（6）P93-4.3.1.3指导与管理项目工作-批准的变更请求。
141、 [单选] 项目经理准备收尾一个项目的第四阶段，但是一位相关方拒绝向前推进项目，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：审查相关方登记册
Check the stakeholder register - D：与项目相关方会面
Meet with the project stakeholder
正确答案：A 你的答案：D
解析：PMBOK（6）P113-4.6实施整体变更控制。审查所有变更请求、批准变更，管理对可交付成果、项目文件和项目管理计划的变更，并对变更处理结果进行沟通。
143、 [单选] 一个合并跨国公司计费系统项目即将开始，项目经理识别到有三位经理对这项变化感到不舒服，项目经理下一步应该怎么做？
The billing system project of a consolidated multinational corporation will soon begin. The project manager identified that three managers were uncomfortable with this change. What should the project manager do next?
- A：将他们关注的问题升级上报给项目发起人
Report their concerns to the project sponsor - B：定期开始项目变更请求以满足他们的期望
Start project change requests regularly to meet their expectations - C：运用人际关系技能，管理他们关注的问题
Use interpersonal skills to manage their concerns - D：通过管理相关方的需求来监督相关方参与
Control the stakeholders' engagement by managing stakeholders' requirements
正确答案：D 你的答案：C
解析：PMBOK（6）P530-13.4监督相关方参与。监督项目相关方关系，通过修订参与策略和计划来引导相关方合理参与项目。
147、 [单选] 在准备工作分解结构（WBS）时，项目经理意识到可能存在成本超支，项目经理应该使用什么工具或技术来获得三点估算？
While preparing the Work Breakdown Structure (WBS), the project manager realized that there might be cost overruns. What tools or techniques should be used by the project manager to obtain three-point estimating?
- A：项目相关方访谈
Interview with project stakeholders - B：敏感性分析
Sensitivity analysis - C：风险分析
Risk analysis - D：定量分析
Quantitative analysis
正确答案：A 你的答案：C
解析：PMBOK（6）P432-11.4.2.2实施定量风险分析-数据收集-访谈。可用于针对单个项目风险和其他不确定性来源，生成定量风险分析的输入。对有关相关方进行访谈，有助于确定每个WBS要素的三点估计。
149、 [单选] 项目经理正在另一个国家执行一个IT外包项目。客户抱怨说远程团队没有达到他们的质量标准。项目经理应该查阅哪一份文件来确认这一点？
A project manager is implementing an IT outsourcing project in another country. Customers complained that the remote team did not meet their quality standards. Which document should the project manager check to confirm this?
- A：外包公司的质量政策
Outsourcing company's quality policy - B：质量控制测量结果
Quality control measurements - C：采购工作说明书(SOW)
Procurement Statement of Work - D：质量管理计划
Quality management plan
正确答案：D 你的答案：B
解析：PMBOK（6）P286-8.1.3.1规划质量管理-质量管理计划。描述如何实施适用的政策、程序和指南以实现质量目标。它描述了项目管理团队为实现一系列项目质量目标所需的活动和资源。
151、 [单选] 在风险管理会议期间，项目经理和团队根据风险应对计划分析到目前为止使用的资源，该使用什么工具或技术来评估余下项目风险所需要的资源？
During the risk management meeting, the project manager and team analyzed the resources used so far according to the risk response plan. What tools or technologies should be used to assess the resources needed for the remaining project risks?
- A：技术绩效测量
Technical performance measurement - B：储备分析
Reserve analysis - C：风险分析
Risk analysis - D：偏差和趋势分析
Variance and trend analysis
正确答案：B 你的答案：C
解析：审题“评估余下项目风险所需要的资源”，定位“监督风险”过程组。该子过程组提到的储备分析工具（归属数据分析），是指在项目的任一点时比较剩余应急储备和剩余风险量。、虽然A选项跟“储备分析”一样归属数据分析，但是技术绩效分析是把项目执行期间所取得的技术成果和取得相关技术成果计划记性比较。
153、 [单选] 一个设计团队被分配开发一项新技术，让公司能够符合新的政府规定，应该用什么来收集产品设计属性？
A design team was assigned to develop a new technology. To allow the company to comply with new government regulations, what should be used to collect product design attributes?
- A：控制图
Control chart - B：需求跟踪矩阵
Requirements traceability matrix - C：工作分解结构（WBS）
Work breakdown structure (WBS) - D：亲和图
Affinity diagram
正确答案：B 你的答案：D
解析：审题：符合新的政府规定、产品设计属性；定位：收集需求，本过程组输出：需求跟踪矩阵。控制图用于确定一个过程是否稳定，或者是否具有可预测的绩效。规格上限和下限是根据要求制定的，反映了可允许的最大值和最小值，用于监测各种类型的输出变量（详见8.3.2.5） 亲和图用来对大量创意进行分组的技术，以便进一步审查和分析，也是8.2管理质量会用到的工具（8.2.2.4可以对潜在缺陷成因进行分类，展示最应关注的领域）。创建WBS，输出范围基准
167、 [单选] 一个项目中途，发起人想要改变交付进度计划，项目经理下一步应该怎么做？
In the middle of a project, the sponsor wants to change the delivery schedule. What should the project manager do next?
- A：确定这对项目关键路径的影响
Determine the impact of this on the critical path of the project - B：将其添加到问题日志中
Add it to the issue Log - C：提出一项变更请求
Make a change request - D：使用进度压缩技术
Use schedule compression technology
正确答案：C 你的答案：A
解析：PMBOK（6）P113-4.6实施整体变更控制。审查所有变更请求、批准变更，管理对可交付成果、项目文件和项目管理计划的变更，并对变更处理结果进行沟通。
178、 [单选] 一个组织正在开始一个大型的，首个这种类型的项目，项目经理与相关方召开会议。以识别潜在的项目问题。项目经理应该使用什么工具和技术来改进会议的结果？
An organization is starting a large, first-of-its-kind type of project. The project manager holds meetings with stakeholders to identify potential project issues. What tools and techniques should the project manager use to improve the meeting results?
- A：头脑风暴，德尔菲技术和访谈
Brainstorming, Delphi technique and interview - B：头脑风暴，因果图和流程图
Brainstorming, cause and effect diagram and flow chart - C：头脑风暴，风险分类和专家判断
Brainstorming, risk categorization and expert judgment - D：头脑风暴，影响图以及优势丶劣势丶机会与威胁（SWOT）分析
Brainstorming, influence diagram and SWOT analysis
正确答案：A 你的答案：D
解析：考察识别风险的工具技术，因果图，风险分类，影响图都是用于风险分析排除，选A
179、 [单选] 在执行项目期间，发生了一个意外情况。项目经理应该审查哪些信息来确定适当的行动？
An unexpected situation occurred during the implementation of the project. What information should the project manager review to determine the appropriate action?
- A：团队社交门户
Team social portal - B：项目管理计划
Project management plan - C：经验教训
Lessons learned - D：专家判断
Expert judgment
正确答案：B 你的答案：C
解析：应查阅项目管理计划的各种子计划，以确定该意外情况对项目的成本，进度等方面的影响，并查看已规划的应对措施。
185、 [单选] 一份重要项目文件的过期版本被误发给一组项目相关方。更新问题日志之后，项目经理下一步应该做什么？
An outdated version of an important project document was mistakenly sent to a group of stakeholders. After updating the issue log, what should the project manager do next?
- A：确定纠正措施并执行缺陷补救。
Determine corrective actions, and perform defect repair. - B：确定预防措施并执行缺陷补救。
Determine preventive actions, and perform defect repair. - C：确定纠正措施并更新工作绩效报告。
Determine corrective actions, and update the work performance report. - D：确定预防措施并更新工作绩效报告。
Determine preventive actions, and update the work performance report.
正确答案：B 你的答案：A
解析：见PMBOK 8.3.1.3 为了处理版本误发问题必须执行缺陷补救，为了避免以后发生同样问题需要确定预防措施。
190、 [单选] 一位关键相关方威胁起诉承包商，因为一个关键功能无法按预期执行，承包商却认为他们已经按照约定履行了合同。在采购行动之前 ，项目经理应该查看哪份文件？
A key stakeholder threatened to sue the contractor because a key function could not be implemented as expected, but the contractor thought that they had performed the contract as agreed. Before the procurement action, which document should the project manager check?
- A：质量管理计划
Quality management plan - B：需求跟踪矩阵
Requirements traceability matrix - C：项目范围说明书
Project scope statement - D：验收标准
Acceptance criteria
正确答案：C 你的答案：B
解析：《PMBOK》第6版 154页，5.3.3.1:范围说明书。题干中描述的场景是甲乙双方对是否履行了合同产生分歧，遇到这种问题时要看承包商是否满足了验收标准，所以要去查询项目范围说明书。虽然为解决分歧，需要去查阅验收标准，但是题干中问的是哪份文件，所以不能选D。
192、 [单选] 一个施工项目位于热带地区，该项目的风险登记册包括雨季洪水的风险，现在雨季已经结束，项目即将完成。应使用哪一项工具或技术来管理这个风险？
A construction project is located in the tropics. The project's risk register includes the risk of flooding during the rainy season. Now that the rainy season is over, the project is about to be completed. Which tool or technology should be used to manage the risk?
- A：风险审查会
- B：风险转移
- C：风险规避
- D：风险审计
正确答案：A 你的答案：D
解析：PMBOK》第6版 453页，11.7：监督风险，在控制风险中，经常需要识别新风险，对现有风险进行再评估，以及删去已过时的风险。应该定期进行项目风险审查会。
195、 [单选] 在一个高层管理会议上，定义了战略组织目标。其中一个目标是通过进入本地区内的一个细分市场提高 8%的销售组合。一名项目经理被任命管理这个项目。项目经理下一步应该怎么做？
At a senior management meeting, strategic organizational goals are defined. One of the goals is to increase the 8% sales mix by entering a market segment in the local area. A project manager was appointed to manage the project. What should the project manager do next?
- A：执行成本效益分析。
Implementation cost-benefit analysis - B：召开焦点小组会议收集市场调研。
Hold focus group meeting to collect market research - C：执行相关方分析。
Perform related party analysis - D：查阅组织过程资产。
Review organization process assets
正确答案：A 你的答案：B
解析：商业论证或类似文件能从商业角度提供必要的信息，决定项目是否值得投资。高于项目级别的经理和高管们往往使用该文件作为决策的依据。在商业论证中，开展业务需要和成本效益分析，论证项目的合理性，并确定项目边界。8%为战略目标，商业论证中的成本效益分析论证战略目标的可行性及可操作性，从而进行项目边界定义。
197、 [单选] 项目经理收到一个请求，向额外的项目相关方发送状态报告。项目经理应该更新哪一份文件？
A project manager received a request to send the status report to the additional stakeholders. Which document should the project manager update?
- A：项目章程
Project charter - B：变更日志
Change log - C：沟通管理计划
Communication management plan - D：相关方参与计划
Stakeholder management plan
正确答案：C 你的答案：B
解析：《PMBOK》第6版 377页，10.1.3.1：沟通管理计划，沟通管理计划中包括相关方的沟通需求，需沟通的信息，接收信息的人员或群体等信息。
198、 [单选] 由于客户对解决方案的期望得到满足，一个项目被终止，项目经理现在应更新哪一份文件？
Since the customer's expectations for the solution were met, a project was terminated. Which document should the project manager update now?
- A：项目记录
Project records - B：经验教训
Lessons learned - C：相关方通知
Notice of stakeholders - D：项目演示
Project demonstration
正确答案：B 你的答案：A
解析：《PMBOK》第6版 39页，2.3：组织过程资产，组织过程资产中包括以往项目的经验教训和历史。项目虽然被终止，但是要对项目实施过程中暴露出来的问题进行分析总结，汇总入组织过程资产。
200、 [单选] 在项目实施期间，一些团队成员抱怨说他们对项目可交付成果不确定。若要确保项目团队按照项目范围工作，项目经理应该怎么做？
During project implementation, some team members complain that they are unsure about the project’s deliverables. What should the project manager do to ensure that the project team is working according to project scope?
- A：审查执行、负责、咨询和知情（RACI）矩阵。
Review the responsible, accountable, consult, and inform (RACI) matrix. - B：更新沟通管理计划，澄清期望。
Update the communications management plan to clarify - C：与团队分享项目章程。
Share the project charter with the team. - D：将工作分解结构（WBS）分发给团队。
Distribute the work breakdown structure (WBS) to the team.
正确答案：D 你的答案：A
解析：WBS 是对项目团队为实现项目目标、创建所需可交付成果而需要实施的全部工作范围的层级分解。
模拟考试（三）
强化练习（一）
8、 [单选] 在项目测试阶段检测到一个故障。在未通知项目经理的情况下，测试人员分析该故障，并与开发团队一起合作解决该故障。由于缺乏沟通，项目经理继续遵循初始定义的测试时限。项目经理现在应该怎么做？
A failure is detected during the project testing phase. Without notifying the project manager, the testing professional analyzes the failure and works with the development team to solve the failure. Due to inadequate communication, the project manager continues to follow the initial defined test timeframe. What should the manager do now?
- A：更新问题日志，并确定纠正措施
To update the Problem Log and determine corrective actions - B：忽略该故障，因为已经解决了
To ignore this failure because it has been solved - C：签发变更请求，并遵循变更过程
To issue a change request and follow the change process - D：打印更新后收尾测试计划，并确定纠正措施
To print the updated test plan and determine corrective actions
正确答案：C 你的答案：A
解析：参考答案：C 解析：题目表达的是故障解决了，但由于没有按变更流程，“提记评，批更通，行”七步骤中，只做到最后一步执行，前面六步都没有做，进度没有更新，没有通知相关方，C是处理变更遗留的问题，重新补走流程。而A纠正措施，针对的是绩效偏差，题目没有描述，B过于消极，D离题。
15、 [单选] —位项目经理正在管理一个由首席执行官批准的项目，以重新装备公司的主要生产设施。项目越早完成，将越早开始通过自动化实现显著的成本节约。变更控制委员会（CCB）刚刚批准了由研究部门提出的对容纳新设备的变更请求。 项目经理下一步该怎么做？
A project manager is leading a CEO-approved project to retool the company’s main production facility. The sooner the project is completed, the sooner it will start delivering significant cost savings through automation. A change request by the research department to accommodate new equipment has just been approved by the change control board(CCB). What should the project manager do next?
- A：执行范围再评估
Perform a scope reassessment. - B：执行定量风险分析
Conduct a quantitative risk analysis. - C：在经验教训中记录在未来应该与研究部门一起审查计划
Note in the lessons learned that plans should be reviewed with the research department in the future. - D：更新进度计划和实施预算
Update the schedule and budget for implementation.
正确答案：D 你的答案：B
解析：参考答案：D 解析:提记评，批更通，行。批准之后，更新相关组件，通知相关方，然后执行。批准的变更请求应通过指导与管理项目工作过程加以实施。对于推迟或否决的变更请求，应通知提出变更请求的个人或小组。
20、 [单选] 一家公司的组织文化是开放的，积极并重视持续改造，个人员工在会议期间自由表达自已对流程、政策和程序的意见。项目经理希望在项目期间尊重组织的持续改造价值。项目经理应该从哪里收集经验教训？
A company’s organization culture is open, energetic ,and values continuous improvements.Individual employees freely express themselves during meetings on processes, policies,and procedures. The project manager wants to respect the organization's values of continuous improvement during the project. Where should the project manager capture lessors learned?
- A：回顾总结会议
Retrospective meetings - B：每日站会
Daily standups - C：相关方参与计划
Stakeholder engagement plan - D：团队章程
Team charter
正确答案：A 你的答案：B
解析：参考答案：A 解析：PMBOK（6）P128-4.7.3.4 在结束项目或阶段进行经验教训的汇集。
21、 [单选] 一家组织的管理委员会希望看到偏离进度计划的任何关键里程碑，项目经理应该在项目状态 报告中包含的最关键工作是什么？
An organization’s management board wants to see any key milestones that have deviated from the schedule. What is the most critical fact that the project manager should include in the project status report?
- A：进度基准
Schedule baseline - B：偏差分析
Variance analysis - C：工作绩效信息
Work performance information - D：挣值分析（EVA）
Earned value analysis(EVA)
正确答案：C 你的答案：B
解析：参考答案：C 解析：PMBOK（6）P109-4.5.1.3通过与项目管理计划中的偏差临界值进行比较，就可以确定是否需要采取预防或纠正措施。在工作执行过程中收集工作绩效数据，再交由控制过程做进一步分析。将工作绩效数据与项目管理计划组件、项目文件和其他项目变量比较之后生成工作绩效信息。通过这种比较可以了解项目的执行情况。
22、 [单选] 供应商沟通说，某个项目事项的交付将延迟2周时间。项目经理应该怎么做？
A vendor communicates that the delivery of a project item will be delayed by two weeks.What should the project manager do?
- A：实施整体变更控制过程
Implement the Perform Integrated Change Control process. - B：执行偏差分析
Conduct a variance analysis. - C：审查合同中的违约赔偿条款
Review the contract clause for liquidated damages. - D：确定一种执行进度压缩的方法
Identify a way to conduct schedule compression,
正确答案：A 你的答案：B
解析：参考答案：A 解析：PMBOK（6）P113-4.6，项目遇到的首要问题是进度受到影响，进度发生重大变化，考虑实施整体变更控制。
24、 [单选] 一名金融家正在考虑未来投资一家豪华酒店。该酒店所处的国家经济有问题，在与这家酒店的公司市场情报经理进行几次会议之后，该金融家对于投资该项目仍然持怀疑态度。项目经理应该提供什么来说服该金融家？
A financier is considering investing money on a future luxurious hotel in a country with economic problem. After several meetings with the market intelligence manager of the company who will develop this hotel, the financier remains skeptical about investing in this project. What should the project manager provide to convince the financier?
- A：—份考虑通货膨胀和国内生产总值(GDP)预测的项目计划
A project plan that considers inflation and gross domestic product(GDP) forecasts. - B：范围制定计划
A scope development plan. - C：提供经济状况预测的商业论证
A business case that provides forecasts for economic conditions. - D：项目净现值(NPV)
The project's net present value(NPV).
正确答案：C 你的答案：D
解析：参考答案：C 解析：PMBOK（6）P77-4.1.1.1 商业论证。商业论证从商业视角描述必要的信息，并且据此决定项目的期望结果是否值得所需投资。商业论证会包含商业需求和成本效益分析。
25、 [单选] 一个项目即将结束，该项目超出预期。发起人要求花费剩余的预算来补偿另一个项目。 项目经理下一步应该怎么做？
A project is ending and has exceeded expectations,the sponsor asks to spend the remaining budget recovering another project. What should the project manager do next?
- A：召开经验教训会议
Conduct a lessons learned meeting. - B：在结束项目之前花完剩余的预算
Spend the remaining budget before closing the project. - C：获得客户的交付验收
Obtain delivery acceptance from the customer. - D：与该团队一起召开收尾会议
Hold a closure meeting with the team.
正确答案：C 你的答案：A
解析：参考答案：C 解析：PMBOK（6）P127-4.7.3.2项目结束收尾的重要组成：最终产品的验收、移交。
32、 [单选] 在与项目团队召开进度会议期间，技术经理要求扩大储罐的尺寸。项目经理要求技术经理为该提议准备必要的文件。几天后，技术经理要求项目经理口头确认储罐请求。 项目经理应该建议技术经理查阅哪一份计划？
During a progress meeting with the project team, a technical manager requests that the size of a storage tank be enlarge The project manager asks the technical manager to prepare the necessary documents for this proposal. A few days later, the technical manager requests verbal confirmation of the storage tank request from the project manager. What plan should the project manager advise the technical manager to consult?
- A：范围管理计划
Scope management plan. - B：沟通管理计划
Communications management plan. - C：相关方参与计划
Stakeholder engagement plan. - D：变更管理计划
Change management plan.
正确答案：D 你的答案：B
解析：参考答案：D 解析：PMBOK（6）P113-4.6 “口头确认”变更请求，违反变更流程，应遵循整体变更流程控制。
39、 [单选] 为了限制项目变更的数量，项目经理制定了一个严格的变更管理计划，该计划只允许批准减轻主要潜在风险或已实现风险的变更。团队成员提出一个范围变更，该范围变更将消除对落后于进度的外部项目的依赖。项目经理应该做什么?<br/>To limit the number of project changes, the project manager establishes a strict change management plan that allows only changes that mitigate major potential or realized risks. Team members propose a scope change that will eliminate the dependency on external projects that are behind schedule. What should a project manager do?
- A：与发起人和外部项目经理讨论提议的变更
Discuss the proposed change with the sponsor and external project manager. - B：拒绝该变更，因为根据变更管理计划应避免所有变更
Reject the change because all changes should be avoided according to the change management plan. - C：接受该变更，因为这是一项预防措施
Accept the change，as it is a preventive action. - D：同意该变更，因为这是一项纠正措施
Agree the change as this is a corrective action.
正确答案：A 你的答案：C
解析：参考答案：A 解析：PMBOK（6）P111-4.6 实施整体变更控制 在对项目进行变更的时候，评估变更对整体项目的影响，若涉及到基准变更需要得到CCB的同意。
***46***、 [单选] 项目经理正在为一个沟通项目制定—份进度计划。可用的项目信息很模糊， 若要解决这个问题，项目经理应该怎么做？
The project manager is developing a schedule for a communication project. The available project information is vague. What should a project manager do to address this?
- A：增加所有活动的总浮动时间
Increase the total float of all activities - B：使用三点估算确定活动持续时间
Determine activity durations using three-point estimating. - C：为不确定的活动分配应急储备
Assign a contingency reserve for uncertain activities. - D：与项目团队一起开会，估算活动持续时间
Meet with the project team to estimate activity durations.
正确答案：C 你的答案：B
解析：参考答案：C 解析：PMBOK（6）P449-11.6 信息模糊意味着潜在风险，且该风险属于已知的，应增加应急储备。B 不选，三点估算考虑到风险，但进度计划内容较多，题目没有问如何估算，问的是解决风险。
***52***、 [单选] 在确定高风险、中风险和低风险的临界值后，项目经理应该使用什么来查看风险发生的可能性？
After determining the thresholds for high, moderate, and low risks, what should the project manager use to view the risk’s likelihood occurrence?
- A：直方图
Histogram - B：控制图
Control chart - C：概率分布
Probability distribution - D：概率和影响矩阵
Probability and impact matrix
正确答案：D 你的答案：C
解析：参考答案：D。解析：PMBOK（11）P425，前半句说的是确定了风险等级（用于定性分析），后半句问如何审查风险发生的大致情况还是定性分析，因此选D。
61、 [单选] 在规划中，项目团队识别到一个质量不合格风险，并为这个风险准备了一份行动计划。若要避免项目执行过程中的不合格，项目经理应进行下列哪一项？
During the planning process, a project team identifies a risk of quality nonconformance prepares an action plan for this risk. To avoid nonconformance during project execution, the project manager should do which of the following?
- A：风险评估
Risk assessment - B：风险减轻
Risk mitigation - C：进行风险优先排序
Risk prioritization - D：风险转移
Risk transference
正确答案：A 你的答案：B
解析：参考答案：A。 解析：PMBOK（6）P419，识别到风险后，要避免项目执行过程中出现问题，在执行过程组实施风险应对前，应该进行风险评估。
74、 [单选] 在一个足球场建设项目的规划会议期间，项目团队决定在设计工程之前进行现场勘察以确定地面状况。项目团队实施的是哪一个风险管理过程？
During a planning meeting for a soccer field construction project, the team decided to conduct a site survey to determine the ground conditions before engineering the design. What risk management process is the team implement?
- A：风险规划
risk planning - B：风险识别
Risk identification - C：风险分析
Risk analysis - D：风险应对规划
Risk response planning
正确答案：B 你的答案：D
解析：11.2 识别风险 识别风险是识别单个项目风险以及整体项目风险的来源，并记录风险特征的过程。 实地勘察，只能发现风险，属于识别风险。
***76***、 [单选] 项目经理向所有相关方发送定期状态报告，报告内容包括项目成就列表，即将完成的目标和目前的挑战。但是，一些相关方仍抱怨说他们不了解项目的状态。项目经理应该怎么做？
A project manager sends out regular status reports to all stakeholders with bulleted lists of project accomplishments, upcoming objectives,and and current challenges. However, some stakeholders still complain that they do not and understand the project’s status, What should the project manager do?
- A：联系这些相关方以了解他们担心的问题，并在实施变更之前遵循变更请求过程
Contact those stakeholders to and understand their concerns, and follow the change request process prior to implementing changes. - B：向这些相关方分发一些新的，更详细的状态报告
Distribute a new,more-detailed status report to those stakeholders. - C：要求这些相关方审查沟通管理计划并向他们提供最新的状态报告
Ask those stakeholders to review the communications management plan and provide them with an updated status report. - D：与这些相关方和项目团队开会，以提供更详细的项目状态更新
Meet with those stakeholders and the project team to provide a more-detailed project status update.
正确答案：C 你的答案：A
解析：参考答案：C 解析：PMBOK（6）P379沟通问题 ，前半句是让相关方对沟通安排提意见，即了解沟通需求。
80、 [单选] 在项目执行期间，一名团队成员经常抱怨说没有及时提供某些信息。项目经理应该怎么做？
During project execution, a team member regularly complains that some information is not provided on a timely basis. What should the project manager do?
- A：检查该团队成员绩效历史记录
Check the team member’s performance history. - B：与所有团队成员定期召开情况通报会
Initiate regular information meetings with all team members. - C：与该团队成员召开一对一的会议
Hold a one-on-one meeting with the team member - D：审查沟通管理计划
Review the communications management plan.
正确答案：D 你的答案：C
解析：参考答案：D。 解析：PMBOK（6）P387，信息没有及时的提供，是沟通出了问题，应该审查沟通管理计划。
82、 [单选] 一位项目经理正在与一个多元化的团队合作一个备受瞩目公共工程项目。项目相关方的公共部门非常担心，因为这个项目直接影响到他们的社区。项目经理应使用什么来与这个项目相关方团体沟通?
A project manager is working on a high-profile public works project with a diverse and engaged group of stakeholders.The public sector of stakeholders is very concerned,as this project directly impacts their community.,What should the project manager use to communicate with this stakeholder group?
- A：推式沟通
Push communication - B：交互式沟通
Interactive communication - C：项目相关方沟通
Stakeholder notifications - D：项目报告
Project reports
正确答案：B 你的答案：A
解析：需要达成一致意见的沟通，应该使用交互式。
95、 [单选] 在批准一位团队成员的紧急请假请求之前，项目经理需要确保计划的项目活动不会被延迟。项目经理首先应该审查哪份文件？
Before approving a team member's request for an urgent leave, a project manager needs to ensure that scheduled activities will not be delaye What should the project manager first review?
- A：责任分配矩阵(RAM)
Responsibility assignment matrix(RAM) - B：资源日历
Resource calendars - C：资源分解结构(RBS)
Resource breakdown structure(RBS) - D：项目进度计划
Project schedule plan
正确答案：D 你的答案：B
解析：参考答案：D。解析：PMBOK（6）P352。资源日历影响项目日历，现在资源日历将发生改变，要对照项目日历（项目计划开展活动的时间，即项目进度计划）分析对进度的影响。
99、 [单选] 项目经理需要从不同职能经理招募团队成员，项目经理应使用什么？
A project manager needs to acquire team members from various functional managers. What should the project manager use?
- A：资源日历
Resource calendars - B：协商
Negotiation - C：募集
Acquisition - D：技能图
Skill mapping
正确答案：A 你的答案：B
解析：参考答案：A。解析：PMBOK（6）P322，从其他项目获取资源应估算活动资源的可用时间，用到的工具是资源日历。故选A。此题A和B容易混淆，A在B前面，按照选前不选后原则，这题选A，先根据资源日历选择好需要的资源，然后和职能经理协商。
102、 [单选] 项目经理发现没有关于需要哪些部门资源的信息，应该在哪一份文件中更新该信息？
A project manager discovers that there is no information on what department resources are requirewhat document should be updated with this information?
- A：项目章程
Project charter - B：组织结构图
Organizational chart - C：项目管理计划
Project management plan - D：风险管理计划
Risk management plan
正确答案：C 你的答案：B
解析：9.1 规划资源管理 资源信息应该包含在资源管理计划中，属于项目管理计划一部分。此题容易错选B,组织结构图也是一种资源信息。
105、 [单选] 一个虚拟团队正在为一个全球客户开发一个项目。由于组织重组，团队将从70人减少到58人，项目经理应该怎么做？
A virtual team is working on a project for a customer with global presence. Due to organizational restructuring, the team will be reduced from 70 to 58 members. What should the project manager do?
- A：将剩余的团队成员集中在一起办公，以提高他们作为团队执行工作的能力
Co-location the remaining team members to enhance their ability to perform as A team - B：获得额外资金以改善沟通技术，以便在团队成员之间建立更好的共识
Obtain additional funds to improve communication technology to build better understanding among team members - C：通过使用新的可用信息更新项目管理计划来采取预防措施
Take preventive actions by updating the project management plan with the newly available information - D：更新工作分解结构（WBS）并确保所有活动按时完成
Update the work breakdown structure (WBS) and ensure that all activities are completed on time
正确答案：B 你的答案：A
解析：虚拟团队，关注沟通。题干已说明是虚拟团队,这是限制条件,因此不能集中办公,A不对；C和D都要走变更流程,因此不选；B获取资金已包含走流程的含义。
118、 [单选] 项目经理希望供应商完成他们生产的每个组件的测试，但惊讶地发现并没有进行任何测试。为了恢复，项目团队对组件进行统计抽样。应该在哪里记录测试需求？
A project manager expected a vendor to complete testing of each component they produced,and was surprised to discover that no testing was done.To recover,the project team conducts a statistical sampling of the components. Where should the testing requirements have been recorded?
- A：采购管理计划
Procurement management plan - B：质量管理计划
Quality management plan - C：合同变更文档
Contract changes documentation - D：需求管理计划
Requirements management plan
正确答案：B 你的答案：A
解析：参考答案：B 解析：PMBOK（6）P302-8.3.2.1统计抽样。应将测试需求记录在质量管理计划中。
130、 [单选] 客户强调项目输出必须符合IS014000规范。为了理解这项要求的含义，项目经理应该查阅下列哪一项？
A customer emphasizes that the project output must meet IS014000 specifications. What should the project manager consult to understand the implications of this requirement?
- A：质量管理计划
Quality management plan - B：成本基准
Cost baseline - C：范围管理计划
Scope management plan - D：需求规范
Requirements specifications
正确答案：A 你的答案：C
解析：8.1规划质量管理，质量管理计划包括（但不限于）项目采用的质量标准。
141、 [单选] 一个工厂扩建项目已接近完成50%,这时一群当地居民组成一个维权组织来抗议该项目。项目经理应该怎么做？
An factory expansion project is nearly 50 percent complete,when a group of local residents forms an activist group to protest it.What should the project manager do?
- A：执行相关方分析，并相应调整相关方参与计划
Perform a stakeholder analysis,and adjust the stakeholder engagement plan accordingly - B：通知项目发起人，该维权组织体现了项目进度的一个风险
Inform the project sponsor that the activist group represents a risk to the project schedule - C：与该维权组织开会，将其需求添加到该项目中
Meet with the activist group to add its requirements to:the project - D：教育该维权组织，让其了解该项目将为社区带来的好处
Educate the activist group on the benefits that the project will bring to the community
正确答案：A 你的答案：A
解析：解析： PMBOK（6）P523-13.3管理相关方参与。相关方的参与度发生变化，需执行相关方分析，以及调整相关方参与计划。选项B，对相关方的管理责任在于项目经理。选项C，未经变更就添加需求是错误的。选项D，“教育”很难实现。
145、 [单选] 项目发起人任命一位高级工程师到指导委员会，来帮助监督项目管理计划。该工程师经常不同意由项目团队制定的计划，并在提交标准之前对项目管理计划表达严重关切。项目经理应该怎么做？
The project sponsor appoints a senior engineer to the steering committee to help oversee the project management plan.The engineer often disagree with the plans produced by the project team,and expresses critical concerns about the project management plan before it is submitted for approval. What should the project manager do?
- A：通知项目发起人，该工程师延迟了规划过程
Inform the project sponsor that the engineer is delaying the planning process - B：与指导委员会一起审查项目计划，并解决该工程师提出的任何问题
Review the project plan with the steering committee,and address any concerns that are raised by the engineer - C：与工程师进行私下会议，了解并解决他关切的问题
Conduct a private meeting with the engineer to understand and address their concerns - D：提交项目管理计划，并在以后通过遵循变更管理程序解决该工程的关切问题
Submit the project management plan,and address the engineer's concerns at a better time by following change management procedures
正确答案：C 你的答案：B
解析：参考答案：C 解析：人际交往是通过与他人互动交流信息，建立联系。人际交往有利于项目经理及其团队通过非正式组织解决问题，影响相关方的行动，以及提高相关方对项目工作和成果的支持，从而改善绩效。
160、 [单选] 一个设施改善项目即将完成。客户提供了批准，但注意到一些小缺陷并激活保修程序，客户现在对已移交的设备要求额外批准的范围。项目经理即将开始额外范围的工作。 由于保修程序已生效，项目经理应查阅哪一份计划？
A facility improvement project is near completion. The client provided, but noted some minor defects and activated the warranty. The client now requests additional approved scope to equipment that has already been handed over. The project manager is about to start work on the additional scope. Since the warranty is in effect, what plan should the project manager consult?
- A：质量管理计划
Quality management plan. - B：变更管理计划
Change management plan. - C：采购管理计划
Procurement management plan. - D：需求管理计划
Requirement management plan.
正确答案：B 你的答案：D
解析：参考答案：B 解析：PMBOK（6）P169-5.6.1.1项目管理计划。范围变更的指导计划，是项目管理计划——范围管理计划——变更管理计划。
164、 [单选] 一家工程咨询公司的设计师已完成设计开发并发布设计用于生产，在核实可交付成果过程中发现设计标准发生了变化，已生产的可交付成果不符合新标准。 若要避免这个问题，项目经理应该事先实施哪个规划过程？
A designer for an engineering consulting company has completes the design and releases it for production. During the deliverable verification process, it is discovered that the design standard was changed, and that the produced deliverable fails to comply with it. What planning process should the project manager have implemented to avoid this issue?
- A：项目整合管理
Project Integration Management - B：控制质量
Control Quality - C：规划范围管理
Plan Scope Management - D：规划质量管理
Plan Quality Management
正确答案：C 你的答案：B
解析：参考答案：C。解析：PMBOK（6），P155,项目范围说明书中包含了验收标准。此题为变更的验收标准没有落实到供应商处，属于范围失控。故选C
169、 [单选] 项目经理被任命管理一个现有项目，需要了解项目可交付成果，项目经理应该参考下列哪一份文件？
A project manager is assigned to an existing project and needs to understand the project deliverables. The project manager should refer to which of the following?
- A：项目章程
Project charter - B：项目需求规范
Project requirements specification - C：项目范围说明书
Project scope statement - D：项目进度表
Project schedule
正确答案：C 你的答案：A
解析：参考答案：C。 解析：PMBOK（6）P151-5.3.3.1项目范围说明书包括了产品范围描述、验收标准、可交付成果、除外责任、制约因素和假设条件。
178、 [单选] 与供应商签订合同，开发一个对公司整体市场份额至关重要的软件包。在交付软件后，一位相关方通知项目经理需求未得到满足。若要避免这个问题，项目经理应该事先做什么？
A vendor contracted to develop a software packages that is key to company’s overall market share.Upon delivery of the software, a stakeholder inform the project manager that requirements were unmet. What should the project manager have done to prevent this?
- A：将该供应商包含在需求开发中，并让他们签署需求文件
Included the vendor in the requirements development and made them sign the requirements document - B：根据采购管理计划监控供应商的活动
Monitor the vendor’s activities according to the purchasing management plan - C：聘请资源在内部生产产品，以确保完全控制输出
Hired resources to produce the product internally to ensure complete control of the output - D：为供应商的公司分配一名人员，以确保在整个开发过程中遵循需求
Assigned a resource to the vendor's company to ensure that requirements were followed throughout the development
正确答案：B 你的答案：A
解析：pmbok p492 控制采购。供应商交付的结果不符合要求，属于控制采购没有做好导致，B属于控制采购工作。
180、 [单选] 在施工现场可被验收之前，正为一个关键项目活动寻求获得当地主管部门的批准，项目经理在为项目制定进度计划时应该做什么？
A key project activity is to seek approval from local authorities before a construction site can be accepted .What should the project manager do when scheduling the project?
- A：避免将该活动放在关键路径上
Avoid putting the activity on the critical path. - B：执行确定和整合依赖关系
Perform dependency determination and integration. - C：获得专家判断
Obtain expert judgment. - D：在风险登记册中添加一个新风险
Add a new risk to the risk register.
正确答案：B 你的答案：D
解析：参考答案：B 解析：PMBOK（6）P191-6.3.2.2关键活动需要当地政府批准，这描述的是外部依赖关系,B对应。
181、 [单选] 在为一个有预算限制的项目生成状态报告时，项目经理发现该项目比进度计划落后一周。若要将项目拉回正轨，项目经理应该怎么做？
While generating the status report for a budget-constrained project, the project manager identifies that the project is one week behind schedule. What should the project manager do to bring the project back on track?
- A：重新分配关键路径活动的团队成员
Reallocate team members on critical-path activities. - B：向项目发起人要求额外的时间
Request additional time from the project sponsor. - C：请求项目管理办公室(PMO)增加团队成员。
Ask the project management office (PMO) for additional team members. - D：执行资源优化
Perform resource optimization.
正确答案：A 你的答案：D
解析：参考答案：A 解析：时间不够，要赶工或进度压缩。D选项，资源平衡的工期会变长，资源平滑工期不变。
184、 [单选] 项目经理正在为一个新项目制定项目进度计划，根据项目经理的经验，该项目需要两年才能完成。然而，公司总监要求该项目在18个月内完成。项目经理应该怎么做？
A project manager has prepared project schedule for a new project. According to the project manager’s experience, the project will take two years to complete. However, the company director requests that the project is to be completed in 18 months. What should the project manager do?
- A：根据总监的要求修订项目进度计划
Revise the project schedule based on the director’s request. - B：使用资源平衡，来平均项目团队成员的任务
Use resource leveling to even out project team member tasks. - C：减少项目范围以满足修订的项目进度计划
Reduce the project scope to meet the revised project schedule. - D：保持项目进度计划不变，但显示这种变更对其他制约因素的影响
Keep the project schedule unchanged, but show the impact this change would have on other constraints.
正确答案：A 你的答案：C
解析：参考答案：A 解析：PMBOK（6）P207-6.5.1.2制定进度计划-项目文件-假设日志。记录的假设条件和制约因素可能造成影响项目进度的单个风险等。
189、 [单选] 在一个IT基础设施设备项目的执行阶段，IT经理要求提供比预算中最初包含的服务器更昂贵的服务器，项目经理应该怎么做？
During the execution phase of an IT infrastructure project,the IT manager requests a more expensive server than the one that was initially included in the budget.What should the project manager do?
- A：执行风险评估
Conduct a risk assessment - B：提出变更请求
Initiate a change request - C：在范围说明书中核实该请求
Validate the request with a scope statement - D：批准该请求
Approve the request
正确答案：B 你的答案：C
解析：说明解析：PMBOK（6）P113-4.6实施整体变更控制。比预算更贵的服务器变更了预算，提出变更请求，按照变更控制流程去获得批准。选项A：题目非常明确，如果满足IT经理的要求将超出预算，无需执行风险评估，是变更问题。 选项C：预算增加在范围说明书中看不到预算内容，应该合适成本基准。选项D：在没有经过变更控制获得批准之前，项目经理无权批准超出预算的变更。
191、 [单选] 一个项目遇到困难,且项目状态报告到期。但是,项目发起人正在休假。项目经理应该做什么?
A project is experiencing difficulties and the project status report is due.However,the project sponsor is on leave.What should the project manager do?
- A：要求团队成员直接将项目进度传达给他们的业务联系人
Ask team members to directly communicate the project's progress to theirbusiness contact - B：将状态报告发送到项目管理办公室(PMO),并要求PMO经理分发摘要
Send the status report to the project management office(PMO),and ask the PMO manager to distribute a summary. - C：按计划发送状态报告
Send the status report as planned - D：暂停分发状态报告,直到项目发起人休假回来
Hold distribution of the status report until the project sponsor returns.
正确答案：C 你的答案：B
解析：项目状态报告（绩效报告之一）不仅仅发给发起人，发起人休假也要正常发布。
196、 [单选] 项目经理向所有相关方发送定期状态报告，报告内容包括项目成就列表，即将完成的目标和目前的挑战。但是，一些相关方仍抱怨说他们不了解项目的状态。项目经理应该怎么做？
A project manager sends out regular status reports to all stakeholders with bulleted lists of project accomplishments,upcoming objectives,and current challenges.However,some stakeholders still complain that they do not understand the project's status.What should the project manager do?
- A：联系这些相关方以了解他们担心的问题，并在实施变更之前遵循变更请求过程
Contact those stakeholders to understand their concerns, and follow the change request process prior to implementing changes - B：向这些相关方分布一些新的，更详细的状态报告
Distribute a new,more-detailed status report to those stakeholders - C：要求这些相关方审查沟通管理计划并向他们提供最新的状态报告
Ask those stakeholders to review the communications management plan and provide them with an updated status report - D：与这些相关方和项目团队开会，以提供更详细的项目状态更新
Meet with those stakeholders and the project team to provide a more-detailed project status update
正确答案：C 你的答案：A
解析：解析：沟通管理计划包含了相关方的沟通需求，确定了需要沟通的信息、接收信息的人员或群体，包括他们的需要、需求和期望。项目经理定期发送状态报告，这是在沟通管理计划确定好的，相关方对此有抱怨，首先要求这些相关方审查沟通管理计划，确认之前达成的沟通共识，也许这些相关方在沟通计划里就是不需要知道状态的，所以首先审查。
200、 [单选] 项目经理已经完成识别相关方的工作。之前，由于没有对项目经理和相关方的影响力或职权方面规定区别，项目经理在管理相关方方面有困难，在相关方登记册中需要包含哪一些信息？
A project manager has completed the identification of stakeholders.Previously,the project manager had difficulty managing stakeholders because no distinctions were made among them regarding influence or authority. What information needs to be included in the stakeholder register?
- A：新相关方的变更请求
Change requests for new stakeholders - B：相关方效益管理计划
Stakeholder benefits management plan - C：相关方参与计划
Stakeholder engagement plan - D：相关方分类
Stakeholder classification
正确答案：D 你的答案：C
解析：说明解析：PMBOK（6）P514-13.1.3.1识别相关方-相关方登记册。包括相关方分类。选项A：新相关方的变更请求不包括在相关方登记册中。选项B：相关方效益管理计划不包括在相关方登记册中。 选项C：相关方参与计划确定用于促进相关方有效参与决策和执行的策略和行动，不包括在相关方登记册中。
强化练习（二）
9、 [单选] 在一个项目接近完工时，发起人要求承包商改变已安装的照明以符合新标准。承包商应该怎么做？
As a project nears completion,the sponsor asks the contractor to change the installed lighting to comply with a new standarWhat should the contractor do?
- A：审查工作并提交一份显示工作已完成的报告
Review the work and submit a report showing that work is already complete. - B：请求延长工期并提交变更请求以完成工作
Request a schedule extension and submit a change request to complete the work. - C：与发起人一起检查新规定，然后提交变更请求
Examine the new regulation with the sponsor and then submit a change request. - D：评估成本和进度影响，然后向项目经理提交变更请求
Evaluate the cost and schedule impact and then submit a change request to the project manager.
正确答案：C 你的答案：D
解析：参考答案：C 解析：本题如果没有提到新标准,就直接选D了。由于发起人变更的理由是符合新标准，应首先了解新标准是什么，才好进行变更，C 优先于 D。
22、 [单选] 在一个工厂的项目建议书谈判期间，客户通知项目经理需要进行一项变更来提高性能。项目经理该怎么做？
During project proposal negotiations for an industrial plant, the customer informs the project manager that a change is required to improve performance. What should the project manager do?
- A：让项目发起人增加额外资金
Ask the project sponsor for additional funding. - B：征求高级管理层的建议
Call senior management for advice. - C：更新工作分解结构（WBS）
Update the work breakdown structure (WBS). - D：修订风险应对计划
Revise the risk response plan.
正确答案：B 你的答案：D
解析：参考答案：B。 解析：项目早期（启动之前），客户想要变更内容，应优先高级管理层（包括发起人）的参与。
27、 [单选] 当面临缺乏历史数据时，项目经理会做出各种假设，许多这些假设被证明是不正确的,至少引发了一个高影响的问题 若要避免这个问题，项目经理应该事先使用什么？
When faced with a lack of historical data a project manager makes various assumptions.A number of these assumptions prove incorrect triggering at least one high-impact issue. What should the project manager have used to avoid this?
- A：显性知识
Explicit knowledge - B：事业环境因素
Enterprise environmental factors - C：专家判断
Expert judgement - D：组织过程资产
Organizational process assets
正确答案：B 你的答案：C
解析：参考答案：B 解析：pmbok6的78页4.1.1.3事业环境因素：缺少历史信息是现实情况，也是项目经理无法影响的客观因素。
29、 [单选] 在启动阶段，项目经理意识到主要里程碑与范围不一致，这可能导致误解，项目经理下 一步应该怎么做？
During the initiating stage,a project manager realizes that main milestones are misaligned with the scope,which may cause misinterpretation.What should the project manager do next?
- A：在项目管理计划中详细说明范围和可交付成果
Detail the scope and deliverables in the project management plan. - B：提出一项变更请求，以修改范围和可交付成果
Submit a change request to modify the scope and deliverables. - C：在项目章程中规定范围和可交付成果
Specify the scope and deliverables in the project charter. - D：在问题日志中记录误解范围和可交付成果的可能性
Document the possibility of scope and deliverables misinterpretation in the issue log.
正确答案：C 你的答案：D
解析：参考答案：C。解析：PMBOK（6）P81，题目中处于项目启动过程，还未进行到规划阶段和监控过程，故不选A和B。根据项目章程包含高层级项目描述、边界定义以及主要可交付成果和总体里程碑进度计划 ，故选C。
36、 [单选] 一个地理位置分散的团队成功完成了一个项目，项目经理希望快速获得团队的统计分析反馈，项目经理应该使用下列哪种方法？
A geographically dispersed team successfully completed a project, The project manager wants quickly obtain the team’s feedback for statistical analysis. Which method should the project manager use?
- A：视频会议
Video conference - B：焦点小组会议
Focus group - C：调查问卷
Questionnaires - D：电子邮件
Email
正确答案：C 你的答案：D
解析：问卷调查。问卷调查是指设计一系列书面问题，向众多受访者快速收集信息。问卷调查方法非常适用于以下情况：受众多样化，需要快速完成调查，受访者地理位置分散，并且适合开展统计分析。
45、 [单选] 项目经理在项目中途被替换了。新项目经理在之前的项目中遇到一些未发现风险的问题，希望确保所有关键人员均参与风险识别，项目经理应该参考哪一份文件？
Middle through a project manager is replaced, the new project manager had issue with some undiscovered risks on previous projects and wants to ensure that all key individuals are involved in risk identification. What document should the project manager reference?
- A：资源日历
Resource calendar - B：风险登记册
Risk register - C：相关方登记册
Stakeholder Register - D：项目章程
Project charter
正确答案：C 你的答案：B
解析：识别风险的输入相关方登记册。 11.2.1.2 项目文件-相关方登记册
53、 [单选] 项目团队发现新监管法律可能对项目产生重大影响的风险。发起人要求项目经理进行进一步分析，以确定可能因此而发生的财务损失。项目经理应执行哪一项？
A project team discovers a risk that new regulatory laws may significantly impact the project. The sponsor asks the project manager to perform further analysis to identify the financial losses that may occur as a result. Which analysis should the project manager conduct?
- A：成本效益分析
Cost-benefit analysis - B：定性分析
Qualitative analysis - C：根本原因分析
Root cause analysis - D：定量分析
Quantitative analysis
正确答案：D 你的答案：B
解析：PMBOK11.4 实施定量风险分析。“财务损失”属于量化的风险影响。
54、 [单选] 在项目执行中途，公司希望重新安排一名重要资源，项目经理应该怎么做？
Midway through project execution,a company wants to relocate an important resource. What should the project manager do?
- A：分析该请求的潜在影响和风险
Analyze the potential impact of the request and risk - B：更新风险登记册
Update the risk register - C：要求和相关方定义风险应对策略
Ask the stakesholeder to define risk response strategies - D：对该风险进行优先级排序
Prioritize the risk
正确答案：A 你的答案：B
解析：pmbok p409-11.2识别风险。先分析是否影响项目，如果有影响，才是风险，如果没有影响就不是风险。因此B不是必然。BCD都是识别并确定是风险之后相关措施。
55、 [单选] 项目经理希望为一个新项目进行风险评估。项目经理应该如何收集所有相关信息？
A project manager wants to facilitate a risk assessment for a new project. How should the project manager collect all relevant information?
- A：标杆对照
Benchmarking - B：焦点小组会议
Focus group - C：多标准决策分析
Multicriteria decision analysis - D：思维导图
Mind mapping
正确答案：B 你的答案：D
解析：11.2识别风险。识别风险是识别单个项目风险以及整体项目风险的来源，并记录风险特征的过程。工具与技术中有焦点小组会议，可以收集信息。
***57***、 [单选] 一位团队成员注意到多个风险均已过期，该团队成员询问项目经理如何处理这些风险。项目经理应该建议该团队成员做什么？
A team member noticed several risks with expired time periods，The team member asks the project manager how these risks should be handle What should the project manager advise the team members to do?
- A：将这些风险从主动跟踪风险中删除，并消除项目中的任何相关意外事件
Remove the risks from active tracking and eliminate any associated contingencies from the project - B：继续被动地监督风险，直到项目结束为止
Continue to passively monitors the risks until the end of the project - C：继续审查风险，但减少频率
Continue to review the risks but on a less frequent basis - D：删除风险减轻任务，以便这项任务可以用于其他潜在风险
Remove the risk mitigation task so that these tasks can be used on other potential risks
正确答案：A 你的答案：D
解析：PMBOK11.7.2.3 风险审计会议上关闭已过时的风险
***60***、 [单选] 在项目测试期间，识别到多个缺陷。由于团队还在解决积压的缺陷，测试将会超支的风险现在已经增加。 项目经理应该怎么做？
During project testing,numerous defects are identifieSince a backlog of defects is already being addressed by the team,the risk that testing will overrun has now increase What should the project manager do?
- A：将该问题上报给项目发起人
Escalate the issue to the project sponsor. - B：采用冲突管理技术来审查和确定缺陷的优先级
Adopt conflict management techniques to review and prioritize defects. - C：提交变更请求来解决缺陷
Submit change requests to resolve the defects. - D：请求额外的资源来处理缺陷积压
Request additional resources to work on the defect backlog.
正确答案：C 你的答案：B
解析：PMBOK11.7.3.2 变更请求。监督风险的输出-变更请求，可以通过提交变更请求来解决缺陷问题。
***66***、 [单选] 在准备状态报告时,项目经理发现完工估算(EAC)高于完工预算(BAC)。项目经理下一步应该做什么?
While preparing a status report,a project manager discovers that the estimate at completion(EAC)is more than the budget at completion(BAC).What should the project manager do next?
- A：将问题升级上报给项目发起人
Escalate it to the project sponsor. - B：减少范围,以符合BAC
Reduce the scope to meet the BA - C：评估并在风险登记册中记录该风险
Assess it and record it in the risk register. - D：与团队开会,以解决该问题
Meet with the team to address the issue.
正确答案：C 你的答案：D
解析：参见PMBOK第6版11.2.3 识别风险：输出 11.2.3.1 风险登记册 风险登记册记录已识别单个项目风险的详细信息。随着实施定性风险分析、规划风险应对、实施风险应对和监督风险等过程的开展，这些过程的结果也要记进风险登记册。
76、 [单选] 一个至关重要的项目增加了一个新的相关方。该相关方与每位团队成员联系，以获取有关项目目标和状态的信息。项目经理应该如何为该相关方提供这些信息？
A crucial important project adds a new stakeholder,This stakeholder approaches each team member to obtain information about the project’s objectives and status, what should the project manager do to provide the stakeholder with this information ?
- A：邀请该相关方参加定期的项目状态会议
Invite the stakeholder to regular project status meetings - B：将项目章程通过电子邮件发送给该相关方，然后通过电话跟进
Email the project charter to the stakeholder then follow up with a phone call - C：要求该相关方与职能经理和项目发起人交谈
Ask the stakeholder to speak with the functional manager and project sponsor - D：确保该相关方从团队成员那里收到所有必要的信息
Ensure that the stakeholder receives all required information from team members
正确答案：A 你的答案：B
解析：PMBOK10.3 监督沟通，相关方直接向成员索取信息，对项目会有负面影响，因此是相关方问题。但题目问如何提供信息，又属于沟通问题。排除法，A正确。
121、 [单选] 一个分包商虽然工作速度非常快,但却未能完成项目可交付成果的正式验收程序。客户的质量团队检查了可交付成果,并创建了一份很长的缺陷清单。若要避免这个问题,项目经理应该事先做什么?
A subcontractor,working at a very fast pace,falls to complete official acceptance procedures for project deliverables.The client's team inspects thedeliverables and creates a long list of defects.What should the project manager have done to avoid this?
- A：经常与客户举行状态会议
Held frequent status meetings with the client. - B：让一个内部质量团队检查可交付成果
Had an internal quality team check the deliverables. - C：实施质量管理计划
Implemented a quality management plan. - D：要求客户提供原型
Requested a prototype from the client.
正确答案：C 你的答案：B
解析：为了保证质量水平，需要有完整的质量管理计划。PMBOK 8.1.3.1 质量管理计划是项目管理计划的组成部分，描述如何实施适用的政策、程序和指南以实现质量目标。它描述了项目管理团队为实现一系列项目质量目标所需的活动和资源。B只关注检查结果，不能保证避免质量问题。A举行会议，不一定能暴露出质量问题。
127、 [单选] 公司正在开发一些新产品，在测试阶段，客户发现该产品的一个严重缺陷。项目经理应该使用什么来确定合适的解决方案？
A company is developing a new produci.During the testing stage,customers identify a serious defect with it. What should the project manager use to determine an appropriate solution?
- A：因果图
Cause-and-effect diagram - B：六西格玛
Six Sigma - C：专家判断
Expert judgement - D：面向X的设计
Design for X
正确答案：A 你的答案：B
解析：参考答案：A 解析：修复缺陷，要先找根本原因。
***133***、 [单选] 客户需要批准的产品指南，以便在新的站点实施已完成的项目解决方案。但是，客户却无法实施解决方案，因为可交付成果不能按照已批准需求的规范执行。 若要避免这个问题，项目经理应该事先做什么？
Customer needs the approved product guidelines to implement a completed project solution at a new site. However, the customer cannot implement the solution because the deliverables fail to be executed in accordance with the specifications of the approved requirements. To avoid this problem, what should the project manager do in advance?
- A：完成统计抽样分析
To complete the statistical sampling analysis - B：应用质量检查
To use the quality check - C：执行质量审计
To perform the quality audit - D：核实变更
To verify changes
正确答案：C 你的答案：B
解析：参考答案：C 解析：题目强调了“避免”，考管理质量（质量保证），只有C是管理质量（质量保证）工具。
138、 [单选] 一家组织在一个发展中国家启动一个大型项目。项目经理同时也是当地的一位相关方，非常支持这个项目。在项目执行期间，该项目经理调到另一个国家工作，新项目经理对该项目的支持较少，因为使用了许多专注于其他日常职责的当地资源。项目经理应该审查哪份文件？
An organization initiates a large project in a developing country. The project manager, who is also the local stakeholder, is very supportive of this project. During project execution, the project manager is transferred to another country. The new project manager is less supportive of the project because it uses many local resources that could be focusing on other daily responsibilities. What document should the project manager review?
- A：组织过程资产
Organizational process assets - B：相关方参与评估矩阵
Stakeholder engagement assessment matrix - C：项目管理计划
Project management plan - D：相关方参与计划
Stakeholder engagement plan
正确答案：B 你的答案：C
解析：参考答案：B 解析：PMBOK（6）P521-13.2.2.5相关方参与度评估矩阵用于将相关方当前参与水平与期望参与水平进行比较。
***139***、 [单选] 一位相关方经常错过计划每两周举行一次的相关方会议。项目经理首先应该怎么做？
One stakeholder regularly misses scheduled biweekly Stakeholder meeting. What should the project manager do first?
- A：开始记录每两周举行一次的会议，并与所有预期的与会者分享记录
Start recording the biweekly meetings , and share the recordings with all the intended attendees. - B：请项目发起人与该相关方进行交涉
Ask the project sponsor to intervene with the stakeholder. - C：与该相关方会面，讨论其未能参加会议的问题
Meet with the stakeholder to discuss his failure to attend meetings. - D：审查相关方参与评估矩阵，以了解该相关方的参与程度
Review the stakeholder engagement assessment matrix to understand the engagement level of the stakeholder.
正确答案：D 你的答案：C
解析：参考答案：D 解析：PMBOK（6）P521-13.2.2.5相关方参与度评估矩阵用于将相关方当前参与水平与期望参与水平进行比较。
143、 [单选] 项目团队正在研究一个项目的新批准范围，监管团队在变更方面提供的意见是不可或缺的。但是，该团队发现监管部门未被列为项目相关方。 项目经理下一步应该怎么做？
A project team is working on a project’s new approved scope. The regulatory team was integral in providing input that necessitated this change. However, the team discovers that the regulatory department was not listed as a project stakeholder. What should the project manager do next?
- A：指示项目团队确认是否需要进行这项变更
Instruct the project team to verify the need for this change. - B：创建一项新的变更请求并确保监管团队参与这个过程
Create a new change request and ensure that the regulatory team is involved in the process. - C：收集监管团队的进一步意见,并更新现有变更请求以反映新信息
Gather further input from the regulatory team and update the existing change request to reflect the new information. - D：确保监管团队包含在变更控制委员(CCB) 中
Ensure that the regulatory team is included in the change control boar
正确答案：B 你的答案：C
解析：参考答案：B 解析：PMBOK(6) 4.6 整体变更控制。监管部门作为不可或缺的关键方未被列为项目相关方，需要采取变更请求进行变更。
145、 [单选] 一位经验丰富的项目经理加入了一个已经执行六个月的项目。在与相关方的第一次会议期间，项目经理了解到客户担心他们的期望没有得到满足。 项目经理应该查阅哪一份文件来解决这个问题？
An experienced project manager joins a project that has been ongoing for six months.During their first meeting with stakeholder, the project manager learns of a customer concern that their expectations are not being met. What should the project manager refer to address this concern?
- A：项目章程
Project charter - B：假设日志
Assumption log - C：范围管理计划
Scope management plan - D：相关方参与计划
Stakeholder engagement plan
正确答案：D 你的答案：C
解析：参考答案：D 解析：PMBOK（6）P522-13.2.3.1属于相关方问题，根据相关参与计划来解决。
***147***、 [单选] 一名新项目经理加入一个正在执行中的项目。该项目经理不清楚哪些环境因素可能影响向关键相关方进行有效的信息报告。 项目经理应该查阅下列哪份文件来了解这些影响？
A new project manager joins a project in progress. The project manager is unclear about what environmental factors may impact effective information reporting to key stakeholders. What should the project manager referent to understand these impacts?
- A：沟通管理计划
Communications management plan - B：相关方参与计划
Stakeholder engagement plan - C：采购管理计划
Procurement management plan - D：风险管理计划
Risk management plan
正确答案：B 你的答案：A
解析：参考答案：B 解析：PMBOK（6）P516-13.2规划相关方参与。注意题干的描述是了解能够影响到相关方的因素，而不是强调的信息。
170、 [单选] 准备验收文件时，项目经理意识到未能包含两个功能。开发人员表示，虽然这些功能不完整，但客户不会注意到。公司需要为该开发项目开具发票并收取付款，以支付未来六个月的工资。项目经理应该怎么做？
While preparing the acceptance document, the project manager realized that two features failed to be include The Developer states that although these features are incomplete, the customers will not notice. The company needs to invoice and receive payments for this project to cover salaries for the next six months. What should a project manager do?
- A：根据开发人员的意见准备验收文件
Prepare the acceptance documents based on the developer’s comment - B：在准备验收文件之前包含这些功能
Include the features prior to preparing the acceptance document - C：审查需求管理计划
Review the requirements management plan - D：提交变更请求
Submit a change requests
正确答案：D 你的答案：B
解析：5.5确认范围，本题为职业道德问题，不能欺骗客户，有错必改。题目中表示发现功能不完整，项目范围有遗失，需要提变更请求进行补救，开发人员的说法不符合情理，道德问题，A错误，B是变更请求被批准之后的事情，题目中已发现，C不需要再去审查需求，D为正确选项。
172、 [单选] 一个项目刚刚完成启动阶段，项目经理正在开始该项目的需求收集过程。相关方都位于同一地点，但来自优先级有冲突的不同部门。之前的项目经理经常被要求在执行阶段包含新的范围，导致项目预算的计划外增加并延长商定的进度计划。在满足所有相关方需求的同时，项目经理应该如何及时收集需求？
A project manager is beginning the requirements gathering process lot a project that has just completed the initiation phase. Project stakeholders are all in the same location but come from different departments with conflicting priorities. Previous project managers have often been required to include new scope during the execution phase, causing unplanned increase to the project budget and delaying the upon schedule, what should the project manager do to gather the requirements in a timely manner while meeting the needs of all stakeholders?
- A：与所有相关方一起召开需求收集会议，以记录初始范围，然后将其分解为可完成的小部分可管理工作
Conduct a requirements gathering session with all stakeholders to document the initial scope and then break it into smaller pieces of manageable work that can be completed - B：与所有项目相关方一起召开需求收集会议，以记录全部需求，然后关闭项目工作说明书 (SOW)并拒绝任何新需求
Conduct a requirements gathering session with all stakeholders to document full requirements, then close the statement of work (SOW) and reject any new requirements - C：分别与最重要的相关方开会进行需求收集，然后仅在工作说明书中更新这些相关方的新需求
Individually Meet with the most important stakeholders for requirements gathering , then update the SOW with new requirements only from these stakeholders - D：单独与所有相关方开会以记录范围，然后通过变更请求过程处理任何其他高优先级需求
individually meet with all stakeholders to document the scope, and then handle any additional high-priority requirements through the change request process
正确答案：A 你的答案：D
解析：pmbok p138-5.2收集需求。收集需求是为实现目标而确定、记录并管理相关方的需要和需求的过程。题目中问的是如何收集需求，按排除法来选只有A最合适。
181、 [单选] 新聘用的项目经理加入一个正在进行的项目，而该项目已经落后于进度，在规划阶段未考虑到几个时间制约因素，并且批准的基准进度计划具有不灵活的完工期限，项目经理首先应该怎么做？
A newly hired project manager joins an ongoing project that is already behind schedule, several time constraints were not considered during the planning phase, and the approved baseline schedule has an inflexible completion deadline. What should the project manager do first?
- A：制定进度计划
Develop the schedule - B：控制进度计划
Control the schedule - C：为项目活动排序
Sequence project activities - D：快速跟进进度计划
Fast track the schedule
正确答案：B 你的答案：D
解析：进度规划有误，且工期很紧，项目经理应该调整进度计划以确保按时完成，属于控制进度。
183、 [单选] 项目经理必须为政府编制一份工厂生产能力报告。这份报告将通过对400家工厂的总经理进行调查而创建，并且必须在四个月内完成，然而，根据现有资源以及调查每位总经理所需的时间，该项目预计需要一年时间。项目经理应使用什么工具或技术来满足预期期限？
A project manager must compile a factory productivity for government.The report will be created by surveying general managers across 400 factories and must be completed in four mouths.However 9based on the available resources and the time needed to survey each general manager,the project is expected to take one year. What tool or technique should the project manager use to meet the expected deadline?
- A：进度压缩
Schedule compression - B：快速跟进
Fast tracking - C：标杆对照
Benchmarking - D：统计抽样
Statistical sampling
正确答案：A 你的答案：D
解析：时间不够，要进度压缩。题目没有任何赶工或快速跟进的暗示，所以选进度压缩。
191、 [单选] 一家农业设备制造商因一个缺陷部件而召回数千个产品。这个问题导致许多客户不满, 公司花费500万美元来修理和更换零件。哪一种成本预算类型可以防止这个问题？
An agricultural equipment manufacturer recalls several thousand products due to a defective part.This issue results in many unhappy customers,and the company spends US$5 million to repair and replace the part. What type of cost budgeting would have prevented this issue?
- A：非一致性成本
Cost of non-conformance - B：一致性成本
Cost of conformance - C：矩阵图
Matrix diagrams - D：多标准决策分析
Multicriteria decision analysis
正确答案：B 你的答案：A
解析：说明解析：PMBOK（6）P283-8.1.2.3规划质量管理-质量成本。一致性成本包括预防成本，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。选项A：非一致成本由于失败项目前后花费的资金不符合题目要求回答的内容。选项C：矩阵图没有具体的预防作用。选项D：多标准决策分析不是用在预防上的质量管理工具。
192、 [单选] 一位团队成员通知项目经理他们必须完成项目之外的一项关键任务。这将对项目进度产生风险。项目经理应该做什么去消除风险？
A team member informs the project manager that they must complete a critical outside of the project.This will pose a schedule risk to the project.What should the project manager do to eliminate the risk?
- A：与该团队成员的经理协商另外一个时间来完成这项其他任务
Negotiate with the team member^ manager for an alternative time to complete the other task. - B：从另一个部门获得一位替代资源
Obtain a replacement resource from another department. - C：向项目发起人汇报该团队成员的经理不遵守规定
Resport the team member's manger to the project sponsor for noncompliance. - D：指示该团队成员的经理释放该团队成员以完成预定的项目活动
Instruct the team member's manager to release the team member to complete the scheduled project activity.
正确答案：A 你的答案：D
解析：说明解析：用协商的办法获得项目资源的可用性。选项B：获得替代资源需要进行变更。选项C：告状不是好方法。 选项D：项目经理无法指示、要求职能经理。
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