PMP考前冲刺200题（2020）

PMP考前冲刺200题（2020）

本卷共200道试题作答时间为240分钟，总分200分，120分及格

• 单选题200道

单选题 （每题1分，共200道题）

1、 [单选] 项目团队成员来自于多个部门，并将处理项目和运营活动，任务和资源均已确定。若要确保资源，项目经理应做什么？
Project team members come from multiple departments and will handle project and operational activities, tasks and resources have been determined. What should the project manager do to ensure resources?

• A：要求职能经理为项目提供可用资源
  Ask the functional manager to provide available resources for the project

• B：与职能经理协商项目的资源和角色
  Negotiate project resources and roles with functional managers

• C：联系资源，沟通任务，并与职能经理确认
  Contact resources, communicate tasks, and confirm with functional manager

• D：将资源需求发送给发起人以与职能经理协商
  Send resource requirements to the sponsor to negotiate with the functional manager

2、 [单选] 完成最后一次冲刺后,一个敏捷团队正在开展项目收尾可交付成果。项目管理办公室 (PMO)要求提供项目开经验教训会议的日期。项目经理下一步应该做什么？
After completing the last sprint, an agile team is working on the project closing deliverable. The Project Management Office (PMO) asks for a date for the project to start the lessons meeting.What should the project manager do next?

• A：通知PMO,敏捷项目不需要经验教训
  Notify PMO that lessons are not needed for agile projects

• B：与Scrum主管和产品负责人会晤，以讨论经验教训
  Meet with Scrum executives and product owners to discuss lessons learned

• C：请PMO为Scrum团队安排一次经验教训研讨会
  Ask the PMO to arrange a lesson lesson for the Scrum team

• D：使用最后一次回顾会议来收集经验教训
  Use the last retrospective to gather lessons learned

3、 [单选] 项目发起人对项目进行审查并对一些项目风险提出质疑，项目发起人要求项目经理分析这些风险对项目总体目标的影响。项目经理应该执行下列哪一项？
The project sponsor reviews the project and questions some project risks. The project sponsor asks the project manager to analyze the impact of these risks on the overall project goals. Which of the following should the project manager implement?

• A：定量和定性风险分析
  Quantitative and qualitative risk analysis

• B：假设条件和制约因素分析
  Analysis of conditions and constraints

• C：优势、劣势、机会与威胁(SWOT)分析
  Analysis of advantages, disadvantages, opportunities and threats

• D：核对单分析
  Analysis of checklists

4、 [单选] 在项目开始时，一位相关方通知项目经理他们将缺席多次项目会议，项目经理首先应该做什么？
At the beginning of the project, a related party informs the project manager that they will be absent from multiple project meetings. What should the project manager do first?

• A：识别一位替代相关方在该相关方缺席时参加会议
  Identify an alternate party to the meeting in the absence of that party.

• B：通过映射他们的权力和影响力来分析相关方
  Analyze interested parties by mapping their power and influence.

• C：监控该相关方，并在会议之前请求提供信息
  Monitor the interested party and request information before the meeting

• D：坚持要求让该相关方参加所有会议以避免开创先例
  Insist on involving all parties in all meetings to avoid setting a precedent

5、 [单选] 项目经理正在领导一个正在努力协作的多元文化团队。项目经理一开始将此视为团队建设的典型震荡阶段，但团队未能成功通过该阶段。结果，项目开始落后于进度。项目经理在第一次发现这个问题时应该做什么？
The project manager is leading a multicultural team that is working hard to collaborate. The project manager initially regarded this as a typical shock phase of team building, but the team failed to successfully pass this phase. As a result, the project began to lag behind schedule.What should the project manager do when he first discovers this problem?

• A：命令团队成员将他们的分歧放在一边，努力实现共同的项目目标
  Order team members to set aside their differences and work towards common project goals

• B：让团队成员放心，一旦他们彼此熟悉，冲突便会减少
  Reassure team members that conflicts will decrease once they become familiar with each other

• C：召开团队讨论和会议，以处理不同文化的做法和沟通风格
  Convening team discussions and meetings to deal with different cultural practices and communication styles

• D：确定哪些团队成员造成冲突，并采用循序渐进的纪律处分措施
  Determine which team members are causing the conflict and use progressive disciplinary measures

6、 [单选] 两个项目团队成员A和B对检查某个供应商工作质量的频率产生争论。由于该供应商在过去四年中均交付了高质量的产品，因此团队成员A希望减少质量检查的频率。团队成员B不同意并希望采取更为保守的方法。项目经理应该做什么？
Two project team members A and B disputed how often to check the quality of a supplier's work. Since the supplier has delivered high-quality products over the past four years, Team Member A wants to reduce the frequency of quality checks. Team member B disagrees and wants a more conservative approach.What should the project manager do?

• A：要求团队成员A发起包含相关数据的变更请求
  Ask team member a to initiate a change request containing relevant data

• B：提示团队成员A遵循批准的质量管理计划
  Prompt team members a to follow an approved quality management plan

• C：质量经理审查相关数据以决定如何继续
  The quality manager reviews the relevant data to decide how to proceed

• D：提示团队成员B接受团队成员A的建议
  Prompt team member b to accept team member A's suggestion

7、 [单选] 项目经理正在一个职能型组织中管理一个项目，一位关键相关方请求进行一项高影响变更，这将使可交付成果的成本增加50%,变更控制委员会(CCB)尚未成立。但是，项目经理仍然启动变更控制过程。由谁负责批准该变更？
The project manager is managing a project in a functional organization. A key stakeholder requests a high-impact change, which will increase the cost of deliverable by 50%. The Change Control Board (CCB) has not yet been established. However, the project manager still initiates the change control process.Who is responsible for approving the change?

• A：项目团队和关键相关方
  Project team and key stakeholders

• B：项目发起人和职能经理
  Project sponsor and function manager

• C：项目经理和职能经理
  Project manager and functional manager

• D：项目经理和项目团队
  Project manager and project team

8、 [单选] 管理层将一个国际项目分配给一位新项目经理，这是该项目经理第一次与团队合作。团队成员位于两个国家，数量平均分布，一个团队由最合适作为个人工作的成员组成，另一个团队由最适合作为团队工作的成员组成。项目经理该怎么做？
Management assigned an international project to a new project manager, which was the first time the project manager had worked with the team. The team members are located in two countries and the number is evenly distributed. One team is composed of members most suitable for working as individuals, and the other team is composed of members most suitable for working as teams. What should the project manager do?

• A：更新风险登记册
  Update risk register

• B：要求团队在项目期间以相同的风格工作
  Ask the team to work in the same style during the project

• C：修订沟通管理计划
  Revise communication management plan

• D：为团队设置一个虚拟协作工作，以便每天签到
  Set up a virtual collaborative job for the team to check in every day

9、 [单选] 项目经理正在领导一个高度敏感的政府项目，按时交付该项目至关重要。第三方供应商按时交付一个关键项目组件，但不满足规范要求。目前尚不清楚交付的组件是否会按照批准的项目设计进行。项目经理应该做什么？
The project manager is leading a highly sensitive government project, and delivering the project on time is critical. A third-party vendor delivered a critical project component on time, but did not meet the specification requirements. It is unclear whether the delivered components will follow the approved project design.What should the project manager do?

• A：接受该组件并按时交付该项目
  Accept the component and deliver the project on time

• B：要求退还该项目的款项，并告知相关方该延迟情况
  Request a refund of the project and inform the parties of the delay

• C：与客户协商接受不合格的组件
  Negotiate with customers to accept substandard components

• D：拒绝该组件并重新订购，并且重新制定项目的进度计划
  Reject the component and reorder, and re-schedule the project

10、 [单选] 一个项目已经结束，然而，项目经理和项目团队成员仍然被要求解决技术问题，进行一些变更，并评估新的需求。若要保证项目开发的产品或服务现在具有运营支持，项目经理应该怎么做？
A project is over, however, the project manager and project team members are still required to solve technical problems, make some changes, and evaluate new requirements. To ensure that the product or service developed by the project now has operational support, what should the project manager do?

• A：执行项目移交
  Perform project transfer

• B：获得项目验收
  Get project acceptance

• C：解散项目团队并找到一个新项目
  Dissolve the project team and find a new project

• D：就像产品仍在开发中一样满足所有剩余需求
  Meet all remaining needs as if the product is still under development

11、 [单选] 一家供应商称因为某项主要功能未包含在约定的范围内，所以未能实施。项目团队不认同这一说法，项目经理下一步应该做什么？
A supplier said that a major function could not be implemented because it was not included in the agreed scope. The project team did not agree with this statement. What should the project manager do next?

• A：将该问题升级上报给项目发起人解决
  Escalate the issue to the project sponsor for resolution

• B：签发一份报价邀请书(RFQ),聘请新的供应商
  Issue an invitation to quote (RFQ) and hire a new supplier

• C：要求法律部门对供应商采取行动
  Ask the legal department to take action on the supplier

• D：审查采购管理计划和合同协议
  Review the procurement management plan and contract agreement

12、 [单选] 项目经理聘请项目协调员组织即将召开的项目会议。由于这是一个大型、复杂的项目，相关方经常变更，项目协调员对应该邀请谁感到困惑。项目协调员应该邀请谁？
The project manager hires a project coordinator to organize the upcoming project meeting. Because this is a large and complex project, the parties often change, and the project coordinator is confused about who should be invited.Who should the project coordinator invite?

• A：仅限高管级别的人员
  Executive level only

• B：高级管理人员及其他们的直接下属
  Executive-level personnel and their direct reports

• C：根据权利影响方格识别的相关方
  Stakeholders identified by impact / impact squares

• D：在相关方参与计划中识别的相关方
  Stakeholders identified in the Stakeholder Engagement Program

13、 [单选] 一位新团队成员在一个月前加入团队，并接受了资源管理计划中规定的必要培训，这位新团队成员无法按时完成分配的任务，从而影响到团队绩效。项目经理下一步应该怎么做？
A new team member joined the team a month ago and received the necessary training as specified in the resource management plan. The new team member was unable to complete the assigned tasks on time, which affected the team's performance. How to do it?

• A：增加所需的额外培训并更新资源管理计划
  Increase additional training required and updating the resource management plan

• B：将问题升级上报给管理层，要求将该团队成员调到另一个项目，并找到一位经验更丰富的资源作为替代
  Escalate the problem to management, request that the team member be transferred to another project, and find a more experienced resource as an alternative

• C：与该团队成员讨论这个问题，并一致达成一项具有可测量纠正措施的行动计划
  Discuss the issue with the team members and agree on an action plan with a measurable corrective action

• D：在下一次计划的绩效评估中解决该团队成员的培训需求
  address the training needs of the team members in the next planned performance evaluation

14、 [单选] 由于客户认为项目不满足要求，因此不愿对项目签字同意。客户希望对某些可交付成果进行返工，团队不同意，因为这不属于约定项目需求的组成部分。项目经理应该做什么？
The client is unwilling to sign the project because the client believes that the project does not meet the requirements. The client wants to rework some deliverable. The team does not agree because this is not part of the agreed project requirements.What should the project manager do?

• A：审查验收标准和其他项目输出文件
  Review the acceptance criteria and other project output documents

• B：让团队遵守客户要求，对可交付成果进行返工
  Have the team comply with customer requirements and rework deliverable

• C：要求团队确定未满足需求的原因
  Ask the team to determine the cause of the unmet need

• D：请求额外资金以满足对可交付成果进行返工的要求
  Request additional funding to meet rework requirements for deliverable

15、 [单选] 项目工作已经完成，且可交付成果已获验收。在项目的质保期内，识别到一个影响环境的缺陷。谁应该负责解决这个问题？
The project work has been completed and the deliverable have been accepted. During the project warranty period, a defect affecting the environment was identified. Who should be responsible for solving this problem?

• A：项目经理
  Project manager

• B：环境部门
  Environment department

• C：项目发起人
  Project sponsor

• D：运营部门
  Operation department

16、 [单选] 在项目执行期间，一名关键发起人被替换，新发起人向项目经理发送文本信息，请求提供项目信息。这些信息已在项目生命周期的几次会议之后提供给前任发起人，项目经理处于严格的时间限制之下并希望处理该请求。项目经理应该做什么？
During the project execution, a key sponsor is replaced and the new sponsor sends text messages to the project manager requesting project information. This information has been provided to the previous sponsor and project manager after several meetings in the project life cycle Is under strict time constraints and wants to process the request.What should the project manager do?

• A：分配一名项目沟通人员提供该信息
  Assign a project communicator to provide this information

• B：通过电子邮件以制作的形式向新发起人提供所有请求信息
  Provide all requested information to the new sponsor by email in the form of a production

• C：以沟通管理计划中列出的格式发送信息
  Send information in the format listed in the communication management plan

• D：要求新发起人查看与前任发起人举行的会议记录
  Ask the new sponsor to view the minutes of the meeting with the previous sponsor

17、 [单选] 项目经理正在准备为一个进展顺利的项目授权购买大量设备。然后，客户发现了可以取代项目大部分当前配置的新技术。项目经理应该做什么？
The project manager is preparing to authorize the purchase of a large number of equipment for a well-progressed project. The customer then finds new technologies that can replace most of the current configuration of the project.What should the project manager do?

• A：确定新技术的影响，以做出最适合的决策
  Determine the impact of new technologies to make the most appropriate decision

• B：推迟任何采购，直到明确客户希望如何继续
  Postpone any purchase until it is clear how the customer wishes to proceed

• C：与客户进行成本效益分析，以确定最合适的操作
  Perform cost-benefit analysis with customers to determine the most appropriate operation

• D：调查新技术，并在适当时将其纳入项目范围和预算
  Investigate new technologies and include them in project scope and budgets as appropriate

18、 [单选] 一个大型复杂项目的项目经理了解到，一位关键相关方反对在项目后期批准的变更，项目经理不愿冒犯这位相关方，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：与该相关方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，以满足相关方的要求
  Cancel approved changes to meet the requirements of interested parties

• C：让相关方参考变更日志，以显示变更批准
  Have interested parties refer to the change log to show change approval

• D：与相关方一起讨论相关方参与计划
  Discuss the stakeholder participation plan with the stakeholder

19、 [单选] 在每日站会期间，开发人员提出了一个影响产品质量并需要解决方案的问题，项目经理应该做什么？
During the daily stand-up, the developer raises a problem that affects product quality and needs a solution. What should the project manager do?

• A：延长冲刺
  Extended sprint

• B：召开一次回顾会议
  Hold a retrospective meeting

• C：与团队确定根本原因
  Determine the root cause with the team

• D：允许开发团队解决该问题
  Allow the development team to solve the problem

20、 [单选] 某位项目相关方要求对已批准的产品设计进行变更，程序员仅需少量工作就可进行这一项变更。但是存在一个风险，即另一位相关方将不同意这项变更。项目经理应该怎么做？
A project party requires a change to an approved product design, and programmers can make this change with a small amount of work. But there is a risk that another interested party will not agree with the change. What should the project manager do?

• A：由于不存在重大的财务影响，因此实施这项变更
  Implementation of this change as there is no significant financial impact

• B：根据变更管理计划创建一份变更请求
  Create a change request based on the change management plan

• C：请求项目发起人的批准
  Request approval from the project sponsor

• D：与相关方谈判接受这项变更
  Negotiate with stakeholders to accept this change

21、 [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 disagrees with the plan developed by the project team and expresses serious concerns about the project management plan before submitting standards. 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
  Notify the project sponsor that the engineer has delayed 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 resolve any issues 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
  Have a private meeting with the engineer to understand and resolve his 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 a project management plan and resolve the project's concerns later by following change management procedures

22、 [单选] 在一个项目中，项目经理希望向相关方报告项目的进度绩效。若要获得这些信息，项目经理应该做什么？
In a project, the project manager wants to report the progress performance of the project to interested parties. What should the project manager do to get this information?

• A：计算项目的总浮动时间
  Calculate the total floating time of the project

• B：从团队获得项目报告和反馈意见
  Get project reports and feedback from the team

• C：将关键路径上的任务结束日期与基准结束日期进行对比
  Compare mission end dates on the critical path with baseline end dates

• D：确定活动的开始和完成日期是否在项目持续时间的最短路径上
  Determine if the activity start and completion dates are on the shortest path for the duration of the project

23、 [单选] 项目可行性研究确定了应该创建什么产品。现在，开发与原始需求冲突的另一种产品的一项变更请求，已经获批准。在变更请求获得批准前已进行数据分析，项目经理应该怎么做？
The project feasibility study determines what product should be created. Now, a change requests to develop another product that conflicts with the original requirements has been approved. The data analysis was performed before the change request was approved. What should the project manager do?

• A：实施该变更请求
  Implement the change request

• B：拒绝该变更请求
  Reject the change request

• C：请求详细的数据分析报告
  Request detailed data analysis report

• D：请求新产品的可行性研究
  Request a feasibility study of the new product

24、 [单选] 在项目执行期间，对三个变更请求进行分析，因为最近触发了一个重大的已识别项目风险，项目经理应该做什么？
During project execution, three change requests are analyzed because a significant identified project risk has recently been triggered, what should the project manager do?

• A：要求发起人增加预算，以包含所有变更
  Request the sponsor to increase the budget to include all changes

• B：在风险登记册中创建这些变更请求的优先级
  Create the priority of these change requests in the risk register

• C：确定每个变更请求对项目预算的影响程度
  Determine the degree of impact of each change request on the project budget

• D：检测风险管理计划中所列的操作实施变更
  Detect the implementation changes in the operations listed in the risk management plan

25、 [单选] 由于一项新的政府法律，某个重要可交付成果的截止日期被迫延迟一周。一个相关方拒绝接收新的可交付成果，因为他们不同意法律的解释方式。若要让可交付成果获得验收，项目经理下一步应该做什么？
Due to a new government law, the deadline for broadcasting a major deliverable is delayed by one week. A project stakeholder refused to accept the new deliverable because they did not agree with the way the law was interpreted.To get the deliverable accepted, what should the project manager do next?

• A：将该问题升级上报给项目发起人
  Escalate the problem to the project sponsor

• B：审查验收标准，并使用说服技巧获得验收
  Review acceptance criteria and use persuasion techniques to gain acceptance

• C：安排一次发起人和相关方之间的会议，并暂停项目
  Schedule a meeting between the sponsor and interested parties and suspend the project

• D：签发变更请求，并记录该拒绝验收的情况
  Issue a change request and record the rejection

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

• A：向所有相关方解释这种情况，然后就后续步骤达成一致
  Explain the situation to all interested parties and then agree on the next steps

• B：确定迁移错误的根本原因
  Determine the root cause of the migration error

• C：要求项目团队提出纠正措施
  Ask the project team to propose corrective actions

• D：请求发起人批准延长项目时间
  Ask the sponsor to approve the extension of the project

27、 [单选] 项目经理在一个陌生的国家工作,项目经理在很大程度上依赖于在该地区生活了十多年的项目团队成员的支持，该团队成员与相关方合作，并尊重当地文化和习俗。 这代表的是什么工具或技术？
The project manager works in an unfamiliar country, and the project manager relies heavily on the support of project team members who have lived in the area for more than ten years, who cooperate with relevant parties and respect local culture and customs. What tools or techniques does this represent?

• A：沟通技能
  Communication skills

• B：专家判断
  Expert judgment

• C：人际关系与团队技能
  Interpersonal relationships and team skills

• D：文化意识
  Cultural awareness

28、 [单选] 客户和服务提供者商定了项目章程，项目经理安排一次面对面会议，以审查和评估项目的要求。但是，来自客户方的一些参与者无法参加此次会议。项目经理应该做什么？
The client and service provider agreed on the project charter, and the project manager arranged a face-to-face meeting to review and evaluate the project's requirements. However, some participants from the client side could not participate in this meeting.What should the project manager do?

• A：在所有参与者没有全部在场的情况下举行会议
  Hold the meeting without all participants present

• B：使用合作工具将所有参与者包含在会议中
  Use collaboration tools to include all participants in the meeting

• C：与无法参加的参与者安排一次单独的会议
  Schedule a separate meeting with the unavailable participants

• D：询问发起人如何在所有参与者没有全部在场的情况下继续进行
  Ask the sponsor how to proceed without all participants present

29、 [单选] 一位团队成员通知项目经理，供应商延迟交付一个重要部件，由于潜在的影响，该团队成员希望项目经理允许直接通知发起人并生成与这种情况相关的警报。项目经理应该查阅哪份计划？
A team member informs the project manager that the supplier has delayed the delivery of an important part, and due to the potential impact, the team member wants the project manager to allow the initiator to be notified directly and generate an alert related to this situation. Which plan should the project manager consult?

• A：采购管理计划
  Procurement Management Plan

• B：沟通管理计划
  Communication management plan

• C：相关方参与计划
  Stakeholder participation plan

• D：风险管理计划
  Risk management plan

30、 [单选] 一位项目团队成员抱怨说，相关方已连续两周未收到项目会议更新。而另一位团队成员回复说，所有相关方均已及时收到项目会议更新。若要防止这种混淆，项目经理应该做什么？
A project team member complained that interested parties had not received project meeting updates for two consecutive weeks. And another team member replied that all interested parties had received the project meeting update in time.What should the project manager do to prevent this confusion?

• A：审查沟通管理计划，并确保相关方接收更新
  Review the communication management plan and ensure that interested parties receive updates

• B：检查相关方登记册，以确保信息正确更新
  Check the register of interested parties to ensure that the information is correctly updated

• C：检查相关方参加计划，以确保相关方的参与度很高
  Examine stakeholder participation plans to ensure that stakeholder participation is high

• D：研究资源管理计划，并确保适当地跟踪团队绩效
  Study resource management plans and ensure that team performance is tracked appropriately

31、 [单选] 项目经理加入一个新的价值数百万美元的项目，要求成功实施来自各部门的可交付成果。若要成功实施该项目。项目经理首先应该怎么做？
The project manager joins a new multi-million dollar project that requires the successful implementation of deliverable from each department. To successfully implement the project, what should the project manager do first?

• A：拜访客户以确保已为关键客户相关方识别到所有沟通渠道
  Visit customers to ensure that all communication channels have been identified for key customer stakeholders

• B：执行相关方分析并进行详细的需求会议
  Perform stakeholder analysis and conduct detailed requirements meetings

• C：立即识别在该项目上工作的最佳资源
  Immediately identify the best resources to work on the project

• D：与已经成功向客户交付的外部供应商签订合同
  Sign a contract with an external supplier that has successfully delivered to the customer

32、 [单选] 项目经理正在管理一个安装地下专用设施的项目。公司安全办公室通知项目经理,新法规要求为地下工程提供额外的设备。该设备价格昂贵，未包含在原始预算中。此外，所需的资源培训将导致多个关键路径的延迟。项目经理首先应该做什么？
The project manager is managing a project to install underground dedicated facilities. The company's security office has notified the project manager that new regulations require additional facilities for underground works. The equipment is expensive and was not included in the original budget. In addition, the required resources training will cause delays on multiple critical paths.What should the project manager do first?

• A：提交正式的变更请求
  Submit a formal change request

• B：重定范围和进度基准
  Redefine the scope and schedule benchmark.

• C：将该问题升级上报给项目发起人
  Escalate the issue to the project sponsor.

• D：创建一份培训进度计划和采购订单
  Create a training schedule and purchase order

33、 [单选] 一个风险在项目现场变成现实，这个风险记录在风险登记册中，调查团队得出结论，如果进行了适当的风险管理，本可以预防这个风险。若要避免这个问题，项目经理应该事先做什么？
A risk becomes a reality at the project site, this risk is recorded in the risk register, and the investigative team concludes that this risk could have been prevented if proper risk management was carried out.What should the project manager do in advance to avoid this problem?

• A：审查过往项目的经验教训
  Review of lessons learned from previous projects

• B：更新现有风险管理计划
  Update existing risk management plan

• C：为风险登记册上的事项指定风险责任人
  Designating risk owners for matters on the risk register

• D：为已识别到的风险确定减轻行动
  Implement mitigation actions for identified risks

34、 [单选] 一家公司开发了一种创新的，提升性能的产品设计，已启动一个项目来完成构建产品， 该项目涉及现场和远程团队。若要避免各个团队之间的沟通不畅，项目经理应该做什么？
A company has developed an innovative, performance-enhancing product design and has launched a project to complete building the product, which involves field and remote teams.What should a project manager do to avoid poor communication between teams?

• A：使用适当的沟通规划来解决差异
  Use appropriate communication planning to resolve differences

• B：要求团队接受文化意识培训
  Require the team to receive cultural awareness training

• C：创建新闻通话以沟通项目决策和状态
  Create news call to communicate project decisions and status

• D：在不同地点组织团队建设活动
  Actions to mitigate identified risks

35、 [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

36、 [单选] 项目经理正在管理一个关键项目，该项目的范围已经最终确定并获得批准，在项目执行 中，客户建议一项变更，但该变更将影响基准，并需要额外的20, 000美元和四周时间，客户认为有必要进行变更，但不同意调整时间表和预算。项目经理应该做什么？
The project manager is managing a key project, the scope of the project has been finalized and approved, and during project execution, the client proposes a change, but the change will affect the baseline and will require an additional $ 20,000 and four weeks , The client believes that a change is necessary, but does not agree to adjust the timetable and budget. What should the project manager do?

• A：拒绝该变更，因为超出范围
  Reject the change because it is out of scope

• B：更新进度计划，以包含该变更
  Update the schedule to include the change

• C：向变更控制委员会(CCB)提交该请求
  Submit the request to the Change Control Board (CCB)

• D：分包该变更以降低成本
  Subcontract the change to reduce costs

37、 [单选] 由于内部需求，项目主题专家(SME)的职能经理要求项目发起人更新负责该地区的项目主题专家(SME)，该SME对该项目十分关键，他的决定将对项目的进度计划产生严重风险。项目经理应该做什么？
Due to internal needs, the functional manager of the project subject matter expert (SME) asked the project sponsor to update the project subject matter expert (SME) in charge of the area. This SME is critical to the project, and his decision will pose a serious risk to the project schedule.What should the project manager do?

• A：请求与项目发起人及职能经理开会
  Request a meeting with the project sponsor and functional manager

• B：释放该SME并更新项目进度计划
  Release the SME and update the project schedule

• C：与该SME交谈，请求其留在项目中
  Talk to the SME and ask it to stay in the project

• D：向项目发起人请求提供额外资金以聘请一位新SME
  Ask the project sponsor for additional funding to hire a new SME

38、 [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

39、 [单选] 项目经理与一个由15人组成的团队召开会议，会议不断发生中断，会议目标几乎没有完成。若要解决这个问题，项目经理应该怎么做？
The project manager holds a meeting with a team of 15 people, the meeting is constantly interrupted, and the meeting goals are almost not completed. What should the project manager do to solve this problem?

• A：冲突管理
  Conflict management

• B：政治意识
  Political awareness

• C：非语言沟通
  Non-verbal communication

• D：积极倾听
  Listen