PMP考前冲刺200题(2020)
- 总题数:200
- 答题数:200
- 正题:168
- 错题:32
- 未答:0
单选题 (每题1分,共32道题)
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
正确答案:D 你的答案:C
解析:解析:PMBOK(6)P437-11.5.2.4规划风险应对-威胁应对策略。事先规划风险应对策略,减轻威胁带来的影响。注意,“若要避免这个问题”指的什么问题?是风险?还是风险没有得到有效的控制,从情景的描述来看,是指的后者。风险虽然已识别,但是任由风险滋生,没有对风险持续跟踪,管理出现疏漏。良好的管理实践应该是针对已识别出的风险,制定应急计划,一旦风险被触发,实施应急计划,减轻风险带来的损失。选项A,审查以往的经验教训是规划风险应对的输入-组织过程资产,问的是事先该怎么应对,不是选输入。选项B,事先已经识别了该风险,“避免”,问应该怎么预防,事先应采取哪些具体措施,而更新风险管理计划不是事先,是下一步,所以排除。选项C,为已识别的风险指定了责任人不能预防威胁的出现,重点是针对威胁采取的具体措施。
40、 [单选] 在一个落后于进度计划的活动项目后期,一个新的项目经理加入团队,项目经理发现相关方并不知道该项目的状态。新项目经理应该做什么?
At the end of an active project that is behind schedule, a new project manager joins the team, and the project manager finds that the interested parties do not know the status of the project.What should the new project manager do?
- A:当项目回到正轨时通知相关方
Notify interested parties when the project is back on track - B:立即向所有相关方发送工作绩效报告
Send work performance reports to all interested parties immediately - C:确定哪个相关方应对延迟负责
Determine which party is responsible for the delay - D:审查风险报告,然后通知相关方
Review risk reports and notify interested parties
正确答案:D 你的答案:B
解析:解析:PMBOK(6)10.2.1.2 -管理沟通-输入-项目文件-风险报告。风险报告说明了整体项目风险的来源和项目面临的风险敞口,以及已识别的单项风险的概述信息。选项D,风险报告有助于了解更加详细了解“项目的状态”及该状态的风险,能够给到相关方更加全面的信息。选项A,对于信息的发送,要遵循沟通管理计划。选项B,”向所有的相关方“发送有误,对于信息的获取存在权限上的区别。选项C,情景聚焦在对项目的状态不了解,不是确定风险责任人,排除。
44、 [单选] —个项目的规模已经大到由指导委员会取代单一的项目发起人。项目经理应该怎么做来适应这种新发展?
The scale of a project has been so large that a single project sponsor is replaced by a steering committee. What should the project manager do to adapt to this new development?
- A:认识到相关方结构发生了变化,并量身定做与这个团队的沟通
Recognize changes in the structure of interested parties, and tailor communication with this team - B:按照最初的计划继续工作,同时认识到该项目现在包括其他相关方
Continue working as originally planned, while recognizing that the project now includes other interested parties - C:为团队组织一次与新的指导委员会一起召开的会议,继续进行项目工作
Organize a meeting for the team with the new steering committee to continue the project work - D:与新的委员会分享当前的状态报告
Share the current status report with the new committee
正确答案:A 你的答案:D
解析:PMBOK(6)P523-13.3管理相关方参与。与相关方进行沟通和协作以满足其需求与期望、处理问题,并促进相关方合理参与。相关方发生了变化,根据变化来跟新相关方沟通。B:相关方已经发生了变化,不能再按照原来的计划进行管理。C:采取适合的方式与新相关方沟通,会议只是一种沟通方式。D:不符合题意。
47、 [单选] 一家公司正在几个国家部署一个新的解决方案,已包含安全审计作为每次部署的质量检查组成部分。第一次部署后进行的安全审计结果发现了违反安全的行为以及不合规问题。项目经理应该做什么?
A company is deploying a new solution in several countries and has included security audits as part of the quality check for each deployment. The security audit conducted after the first deployment found security violations and non-compliance issues. What should the project manager do?
- A:组织团队研讨会以执行根本原因分析并定义纠正措施计划
Organize team workshops to perform root cause analysis and define corrective action plans - B:审查质量管理计划,以确认是否包含安全要求
Review the quality management plan to confirm that it includes safety requirements - C:与安全审计员协商降低已发现问题的重要性
Consult with a security auditor to reduce the importance of identified issues - D:验证质量要求与解决方案是否一致,并更新质量管理计划
Verify that the quality requirements and solutions are consistent and update the quality management plan
正确答案:A 你的答案:B
解析:PMBOK(6)P294-8.2.2.5管理质量-审计。用于确定项目活动是否遵循了组织和项目的政策、过程与程序的一种结构化且独立的过程。如果审计发现不合规,就需要分析原因并采取纠正措施,采取后措施纠正问题,可以降低质量成本,并提高发起人或客户对项目产品的接受度。B:已经发现了违反安全的不合规,说明质量管理计划有相关要求。C:协商降低问题的严重性不符合职业道德。D:首先要制定解决方案,而不是验证方案。
48、 [单选] 项目团队成员升级上报了一个关键相关方的情况,该相关方拒绝了一个主题专家 (SME)确定的广泛分析的结果。该相关方是强硬拒绝,而不提供拒绝分析的任何理由。项目经理应如何处理这种情况?
The project team member escalated and reported the situation of a key stakeholder who rejected a subject matter expert(SME) the result of an identified extensive analysis. The interested party refused strongly without providing any reason to reject the analysis. How should the project manager handle this situation?
- A:要求项目团队和相关方达成共识
Require the project team and interested parties to reach consensus - B:与相关方开会,以讨论这个问题
Meet with interested parties to discuss the issue. - C:将该问题立即升级上报给项目发起人
Escalate the issue to the project sponsor immediately - D:在作出决策之前先研究分析
Research and analyze before making a decision
正确答案:D 你的答案:B
解析:处理冲突之前,先了解/分析/研究冲突的原因、冲突的激烈程度、解决冲突的紧迫性、涉及冲突的人员的相对权力、维持良好关系的重要性、永久或暂时解决冲突的动机等A:团队成员处理不了冲突,已经将问题上报给项目经理了,项目经理还是要求团队成员与相关方达成共识,不合适。B:在开会之前应该先了解、分析、研究冲突的背景及相关情况。C:在还没有尝试解决冲突时。立即上报发起人做法不可取。
49、 [单选] 在项目开工会议期间,项目发起人告诉产品负责人和团队项目章程即将完成。然而,由于存在在紧迫的期限内满足政府监管要求的压力,发起人希望立即开始工作。产品负责人下一步应该做什么?
During the project kick-off meeting,the project sponsor told the product owner and team that the project charter was about to be completed. However, due to the pressure to meet government regulatory requirements within the tight deadline, the sponsor wanted to start work immediately.What should the product owner do next?
- A:告诉发起人在团队可以确定资源之前需要授权的项目章程
Tell the sponsor the project charter that needs to be authorized before the team can determine the resources - B:让团队继续进行资源识别和需求收集
Let the team continue with resource identification and requirements collection - C:创建产品功能未完成项,以识别任何可能的瓶颈
Create product feature open items to identify any possible bottlenecks - D:在章程和资金获得批准的情况下,制定另一次开工会议的计划
With the approval of the constitution and funds, develop a plan for another start-up meeting
正确答案:C 你的答案:A
解析:产品负责人是敏捷项目团队的重要角色,主要负责编写用户故事、确定产品/迭代待办事项(Backlog)、排出优先级A:产品负责人是敏捷项目中必须的角色,预测型项目中产品和项目是非常清楚的,一般不需要这个角色,授权是给项目经理的,不是给产品经理的。B:如果是预测型项目,识别资源和收集需求是规划过程组的工作,不是章程还没有批准情况下进行的工作,且此工作是项目管理团队的职责,不是整个项目团队的职责。D:预测型项目章程批准了,启动过程组结束,进入规划过程组,不计划另一次开工会。
54、 [单选] 一家组织正在开展一个软件应用程序开发项目,有不同的相关方参与到该项目的不同阶段。项目经理应该如何让相关方在整个项目过程中参与?
An organization is working on a software application development project with different stakeholders involved in different stages of the project. How should the project manager involve stakeholders throughout the project?
- A:使用来自相关方的信息来制定项目需求
Use information from interested parties to develop project requirements - B:定期与所有相关方确认关键项目决策
Regularly confirm key project decisions with all interested parties - C:让相关方参与制定项目商业论证
Involve interested parties in developing project business case - D:不断与所有相关方分享项目状态报告
Continuously share project status reports with all interested parties
正确答案:B 你的答案:A
解析:PMBOK(6)P523-13.3管理相关方参与。与相关方进行沟通和协作以满足其需求与期望、处理问题,并促进相关方合理参与。定期与相关方确认项目决策可以确保相关方始终参与项目。A:使用相关方的信息制定项目需求不能保证相关方在整个项目过程中始终参与项目。C:商业论证是项目外的工作,项目经理没有资格让相关方参与商业论证,另外哪些相关方可以参与商业论证也不是项目经理能决定的。D:不断与所有相关方分享项目状态报告是不可行,与哪些相关方沟通应在沟通管理计划和相关方参与计划的要求下进行。且分享项目状态报告不能保证相关方在整个项目过程中始终参与项目。
66、 [单选] 在项目实施过程中,营销部门通知项目经理说,产品的市场需求已经发生变化。之前未曾预料到这些变化,可能会显著影响潜在的销售数量,并可能影响项目范围。项目经理应该怎么做?
During the project implementation process, the marketing department informed the project manager that the market demand for the product has changed. These changes were not expected before, which may significantly affect the potential sales volume and may affect the project scope. What should the project manager do ?
- A:规划风险应对,并更新风险登记册
Plan risk response and update risk register - B:应用预测方法
Apply prediction methods - C:计划使用应急储备并更新风险减轻计划
Plan to use emergency reserves and update risk mitigation plans - D:使用挣值管理(EVM)方法
Use earned value management (EVM) method
正确答案:A 你的答案:C
解析:PMBOK(6)P458-监督风险-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、更新已过时的风险或已发生的风险,以及更新风险应对措施,等等B:预测方法是进行项目绩效衡量的方法,不符合题意。C:未曾预料的变化不能使用计划的储备。D:挣值分析是项目绩效衡量方法,不符合题意。
83、 [单选] 一个项目正在实施过程中,并且没有在进度计划或成本方面出现任何偏差,项目经理了解到,对公司组织结构所做的变更可能需要更换作为项目发起人的首席信息官。项目经理应该做什么?
A project is in the process of being implemented without any deviations in schedules or costs, and the project manager understands that changes to the company's organizational structure may require the replacement of the chief information officer as the project initiator.What should the project manager do?
- A:在问题日志中记录该问题,并更新相关方登记册
Record the issue in the issue log and update the register of interested parties - B:将该问题升级上报给项目指导委员会,并更新相关方登记册
Escalate the issue to the project guidance neighborhood committee and update the relevant party register. - C:更新风险登记册,并找到可能的项目发起人替代人员
Update the risk register and find possible replacements for the project sponsor. - D:将其记录在风险登记册中,并密切监控风险
Record it in the risk register and closely monitor the risk.
正确答案:D 你的答案:C
解析:解析:PMBOK(6)P453-11.7监督风险。“可能”,不确定性事件,属于风险管理领域,将发起人可能变更列入风险并持续跟踪。选项A,情景已经强调了“可能”,所以选风险管理更为准确。选项B,是否上报要根据对风险评估的结果决策。选项C,具体的应急计划要根据对风险的评估结果制定,排除。
84、 [单选] 一个优化项目的项目经理认为范围管理计划已完成,他已经制定并准备最终确定工作分解结构(WBS)。一位关键相关方识别到一项他认为被忽视并且应纳入范围的新需求。如果不解决这个问题,项目将失败。项目经理应该做什么?
The project manager of an optimization project believes that the scope management plan has been completed, and he has developed and is preparing to finalize the work breakdown structure (WBS). A key stakeholder identified a new requirement that he believed was ignored and should be included in the scope. If this problem is not resolved, the project will fail. What should the project manager do?
- A:咨询变更控制委员会(CCB)
Advisory Change Control Board (CCB) - B:将需求纳入项目中
Incorporate requirements into the project - C:将该问题升级上报给项目发起人决策
Escalate the issue to the project sponsor for decision - D:评估有关时间、成本以及预算的需求
Assess needs regarding time, cost, and budget
正确答案:B 你的答案:D
解析:解析:PMBOK(6)P115-4.6实施整体变更控制。注意“已经制定并准备最终确定”,说明范围基准尚未正式生效。在确定基准之前,可能要对项目管理计划进行多次更新,且这些更新无需遵循正式流程。此时对于新需求,采用协商的方式补录至项目需求文件中。选项AD,都是在确立基准后针对新需求的变更控制流程。
86、 [单选] 在计划的项目完工日期前六个月,项目经理被替换,若要了解该项目,新项目经理首先应该做什么?
Six months before the planned project completion date, the project manager is replaced, what should the new project manager do first to understand the project?
- A:与团队开会
Meeting with the team - B:检查里程碑列表
Check the milestone list - C:审查项目管理计划
Review the project management plan - D:研究最近的工作绩效信息
Study recent job performance information
正确答案:D 你的答案:B
解析:PMBOK(6)P109-4.5.1.3工作绩效信息。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。A:团队的范围太广了,只有项目管理团队才开展项目管理。B:里程碑列表是规划,光看规划不知道项目的执行情况。C:项目管理计划是项目管理规定和制度,光看制度不知道项目的执行情况。
91、 [单选] 变更控制委员会(CCB)批准一项重大变更请求,以重新构建某个项目的交付模型,对于正在执行阶段的实施,项目经理必须让预测性规划方法适应敏捷方法。但是,监控和收尾仍将保持预测性。在项目经理开始这个过程之前需要批准什么?
The Change Control Board (CCB) approves a major change request to rebuild the delivery model of a project, and for the implementation phase, the project manager must adapt the predictive planning method to the agile method. However, monitoring and closing Will remain predictive.What needs to be approved before the project manager starts the process?
- A:让进度计划适应任务排序和关键路径
Adapt the schedule to task sequencing and critical paths - B:迭代进度计划、适应的用户存储和已完成的定义(DoD)
Iterative schedule, adapted user storage, and completed definitions (DoD) - C:所有计划迭代的测试用例和责任分配矩阵(RAM)
Test case and responsibility allocation matrix (RAM) for all planned iterations - D:迭代次数并让工作分解结构(WBS)适应第一个未完成项
Number of iterations and adapting the work breakdown structure (WBS) to the first outstanding item
正确答案:D 你的答案:C
解析:将原预测型项目交付模型变更为敏捷项目管理,监控和收尾依然采用预测型,规划和执行用敏捷项目管理。在预测向敏捷切换前,先确定迭代数量,让原WBS适应敏捷项目管理。A:关键路径法是预测型项目管理方法,原来用的就是预测型,变更后需要改变这种规划方法。B:不仅要迭代进度计划。C:不仅要迭代计划的测试用例,且测试用预测型管理。
92、 [单选] 在安装一个新软件程序期间丢失了重要数据。幸运的是,IT团队能够恢复数据,项目按计划继续进行。项目经理下一步应该做什么?
Important data was lost during the installation of a new software program. Fortunately, the it team was able to recover the data and the project continued as planned. What should the project manager do next?
- A:更新问题日志
Update the problem log - B:创建一份石川图
Create a map of Ishikawa Diagram - C:制定残余风险的风险应对措施
Develop risk response measures for residual risks - D:查询沟通管理计划
Query communication management plan
正确答案:A 你的答案:B
解析:PMBOK(6)P458-11.7.3.4监督风险-项目文件更新-问题日志。项目执行过程中,数据已经丢失,是一个问题,首先更新问题日志。B:石川图用于根本原因分析,不符合题意。C:残余风险是采取应对措施之后仍然存在的风险,不符合题意。D:不符合题意。
93、 [单选] 一位团队成员在工作之外与项目发起人会面,并发现项目发起人有一些新的期望,然后该团队成员向项目经理更新此信息。项目经理担心团队成员正在进行的项目相关对话沟通渠道不正式。项目经理应该做什么?
A team member meets with the project sponsor outside of work and finds that the project sponsor has some new expectations, and then the team member updates this information with the project manager. The project manager is concerned that the team member's ongoing project-related dialogue communication channels are not formal.What should the project manager do?
- A:向高级经理寻求关于如何处理沟通问题的建议
Ask your senior manager for advice on how to handle communication issues - B:更新沟通管理计划,记录这个新的沟通渠道
Update the communication management plan to document this new communication channel - C:委派该项目团队成员处理与项目发起人的所有项目沟通
Delegate the project team members to handle all project communication with the project sponsor - D:向项目发起人提醒沟通管理计划以及这种方法的意义
Remind project sponsors of the communication management plan and the significance of this approach
正确答案:B 你的答案:D
解析:解析:PMBOK(6)P388-10.3监督沟通。对于新的信息获取需求,要体现在更新后的沟通管理计划当中,确保满足项目及相关方对信息的获取需求。这条渠道没有问题,并且对项目是有帮助,项目经理担心不正式,可以通过更新沟通管理计划来合规化。选项A,管理沟通是项目经理的责任。选项C,如何处理项目发起人对信息的需求,要根据更新后的沟通管理计划进行。选项D,对于信息获取的需求是客观存在的,良好的管理实践是按沟通管理计划和相关方参与计划的要求优化信息传递流程,而不是武断的阻断交流,不恰当。
96、 [单选] 一位新的项目经理最近在他们当前的组织中结束了一个项目。新项目经理使用了他们之前公司的最终项目报告格式,一位相关方评论说,虽然缺少了几条关键信息,但他们更喜欢这种格式。项目经理下一步应该做什么?
A new project manager recently ended a project in their current organization. The new project manager used the format of the final project report of their previous company, and a related party commented that although a few key pieces of information were missing, But they prefer this format.What should the project manager do next?
- A:向其他项目经理提供报告的副本,并鼓励他们使用该报告
Provide copies of the report to other project managers and encourage them to use the report - B:使用批准的格式重新编写报告,然后与他们的经理讨论如何改进报告
Rewrite the report using an approved format and then discuss with their manager how to improve the report - C:考虑项目收尾完成的报告,并将该报告的副本存档
Consider a report on the completion of the project and archive a copy of the report - D:与项目团队开会,以审查项目报告格式并获得反馈意见
Meeting with the project team to review the project report format and get feedback
正确答案:B 你的答案:D
解析:PMBOK(6)P379-10.2管理沟通。确保项目信息及时且恰当地收集、生成、发布、存储、检索、管理、监督和最终处置。A:最终报告应采用已批准的报告格式。C:作为沟通管理计划的一部分,收尾报告格式、模板应经过批准后使用。D:项目管理团队进行项目管理,其他团队成员没有管理职责。
97、 [单选] 在项目开工会议期间,一位相关方确定某个项目可交付成果不符合环境法。项目经理应更新哪一项内容?
During a project start-up meeting, a related party determined that a project deliverable did not comply with environmental law. Which item should the project manager update?
- A:需求列表
List of requirements - B:问题日志
Issue log - C:风险登记册
Risk register - D:质量测试需求
Quality testing requirements
正确答案:A 你的答案:B
解析:PMBOK(6)P147-5.2.3.1收集需求-需求文件。描述各种单一需求将如何满足与项目相关的业务需求,需求列表中的需求基础上形成了项目可交付成果,可交付成果必须合规。B:项目必须合规,不合规必须纠正,这是前提,不是作为问题记录的。C:确定的不合规不是风险是一个必须纠正的问题。D:合规性管理而不是质量管理。
104、 [单选] 客户的运营团队直接通知现场项目团队在可交付成果中包含额外功能。这些额外功能会增加成本,并可能影响进度计划。项目经理应该做什么?
The customer's operations team directly informs the on-site project team to include additional features in the deliverables. These additional features increase costs and may affect schedules. What should the project manager do?
- A:允许团队执行额外工作,并向客户开具发票以获得额外费用。
Allow the team to perform additional work and invoice the customer to obtain additional costs. - B:启动变更管理过程,将额外工作纳入项目范围中。
Initiate the change management process and include additional work in the scope of the project. - C:与客户团队负责人讨论潜在影响,并要求发起正式变更。
Discuss the potential impact with the client team leader and request that a formal change be initiated. - D:将该事项升级上报给项目发起人 并在项目中包含额外的范围。
Escalate the matter to the project sponsor and include additional scope in the project.
正确答案:C 你的答案:B
解析:PMBOK(6)P113-4.6实施整体变更控制。客户运营团队要求包含额外功能,提出变更请求,通过变更管理过程处理变更。选A:没有经过变更,不能执行额外的工作。选B:经过批准的变更才能纳入项目中。选D:变更管理是项目经理的责任。
107、 [单选] 一家公司聘用一名项目经理来管理与之前完成的一项目类似的新项目。在该项目执行期间一项新的政府规定获得批准。项目经理下一步应该怎么做?
A company hires a project manager to manage a new project similar to a previously completed project. A new government regulation was approved during the implementation of the project. What should the project manager do next?
- A:请求专家判断
Ask expert judgment - B:获得这项政府规定的相关培训
Get relevant training required by this government - C:参阅经验教训知识库
See lessons learned knowledge base - D:修订项目管理计划
Revise the project management plan
正确答案:D 你的答案:C
解析:解析:PMBOK(6)P113-4.6实施整体变更控制。新的法律法规是变更请求的来源,需要将其反映到项目管理计划中去。当然,修订的过程要遵循整体变更控制流程。选项A,对于变更请求,由项目经理召集项目管理团队进行评估,必要时求助专家判断,所以专家判断不是必备工具。选项B,先执行变更,必要时提供培训,新规的实施是明确的起始时间,不能前后倒置。选项C,这是新的政府规定,参与经验教训知识库没有意义。
114、 [单选] 项目经理正在领导一个全球虚拟团队,在一次每周项目状态会议上,项目经理意识到来自不同地方的两名团队成员正在执行同一个任务,而不是按计划分别执行独立的任务、项目经理下一步应该怎么做?
The project manager is leading a global virtual team. At a weekly project status meeting, the project manager realized that two team members from different places were performing the same task, instead of performing independent tasks separately as planned. Project manager What should I do next?
- A:依照人员分配工具重新培训整个团队并更新项目进度计划
Retrain the entire team and update the project schedule according to the staffing tool - B:修订风险登记册以显示这对项目管理计划的影响
Revise the risk register to show the impact of this on the project management plan - C:通知项目相关方,这将影响项目进度
Inform project stakeholders that this will affect project progress - D:通知项目发起人并更新资源管理计划
Notify the project sponsor and update the resource management plan
正确答案:B 你的答案:A
解析:PMBOK(6)P458-11.7.3.4监督风险-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各项目风险的信息,可能包括添加新风险、更新已过时风险或易发生风险,以及更新风险应对措施等等。A:不经过变更不能直接更新进度计划。C:风险管理是项目经理的职责,按照风险管理过程进行。D:风险管理是项目经理的职责。
117、 [单选] 项目发起人将管理所有项目方面的职责委派给项目经理。在项目执行中,一位关键相关方要求包含在项目规划期间遗漏的一项变更,预算包括用于在任何未知事件的10%应急预算。项目经理应该做什么?
The project sponsor delegates responsibility for managing all aspects of the project to the project manager. During project execution, a key stakeholder requested a change that was missed during project planning, and the budget included 10% for any unknown event Emergency budget.What should the project manager do?
- A:评估该变更的影响,以确保进一步行动
Assess the impact of the change to ensure further action - B:通知该相关方,现在包含变更为时已晚
Notify the interested party that it is too late to include the change - C:在同意继续之前与项目发起人讨论该变更
Discuss the change with the project sponsor before agreeing to continue - D:在确认其符合预算之后实施该变更
Implement the change after confirming that it meets the budget
正确答案:C 你的答案:A
解析:解析:PMBOK(6)113-4.6实施整体变更控制。“任何未知事件的10%应急预算”,是管理储备,这道题目考察大家对于管理储备审批权限的掌握。管理储备掌握在组织或者项目发起人手中,所以评估变更的影响时要与发起人讨论,选C。选项A,涉及到管理储备,需要先跟发起人讨论。选项B,直接拒绝是错误的。选项D,这项变更请求是否受理,要由CCB决策,等到确认其符合预算之后非必要前提。
122、 [单选] 在采购收尾期间,一个承包商说,合同期限太短,因为没有考虑项目执行期间发生的某些事件。项目经理应该做什么?
During the closing of the purchase, a contractor said that the contract period was too short because certain events that occurred during project execution were not considered. What should the project manager do?
- A:解释说合同条款遵循标准协议。
Explain that the contract terms follow standard agreements. - B:分析项目的问题日志。
Analyze the problem log of the project. - C:协商延长未来合同期限。
Negotiate to extend the future contract period. - D:将该问题上报给项目发起人。
Report the problem to the project sponsor.
正确答案:C 你的答案:A
解析:PMBOK(6)P492-12.3控制采购。管理采购关系,监督合同绩效,实施必要的变更和纠偏。供应商要延期,首先讨论延期的可能性,根据合同条款处理合同变更。选A:合同是法律文件,只要合同合法,不需解释合同遵循了什么标准。选B:供应商提出了延期,分析问题日志不合逻辑。选D:采购管理是项目经理的责任,没有经过任何努力之前上报发起人的做法不可取。
123、 [单选] 项目团队刚刚为一个客户的项目制定了高层级时间表,客户抱怨说他们需要在更短的时间内完成项目。项目经理应该做什么?
The project team has just set a high-level schedule for a client's project, and the client complains that they need to complete the project in a shorter time.What should the project manager do?
- A:让商业需求与客户的期望保持一致
Align business needs with customer expectations - B:快速跟进活动以缩短项目的持续时间
Follow up activities quickly to reduce project duration - C:让团队确定如何缩短持续时间
Let the team determine how to shorten the duration - D:让他们的主管管理客户关系
Let their supervisors manage customer relationships
正确答案:C 你的答案:A
解析:PMBOK(6)P81-4.1.3.1制定项目章程-项目章程。高层次的时间表是项目章程中的项目主要制约,如果相关方认为时间要更短,可通过进度压缩技术,缩短进度。但是,要注意,能否压缩进度已满足相关方的要求,需要首先进行评估。在日常工作中,先拍胸脯立军令状但最终执行不下去而失败的项目管理案例比比皆是。选项A,商业论证是制定项目章程的输入,用以论证项目是否值得立项,对于项目的可交付成果相关方是认可的,不认可的是对时间的估算,所以商业需求和客户的期望(可交付成果)并不冲突,排除。选项B,还未确定是否能够压缩进度就先开始压缩进度,错误。选项D,当前问题的焦点集中在对于项目进度的不认可,而不是相关方对项目产生了负面影响,所以排除。
124、 [单选] 在项目管理计划获得批准一周后,一位相关方通知项目经理,所需工作的水平不是该相关方批准的水平。若要避免这种情况,项目经理事先应该审查哪一项?
One week after the project management plan was approved, a related party notified the project manager that the level of work required was not the level approved by the related party.To avoid this, which item should the project manager review beforehand?
- A:工作分解结构(WBS)
Work breakdown structure (WBS) - B:项目管理计划
Project management plan - C:沟通管理计划
Communication Management Plan - D:相关方参与计划
Stakeholder Engagement Program
正确答案:D 你的答案:C
解析:PMBOK(6)P522-13.2.3.1规划相关方管理-相关方参与计划。确定用于相关方有效参与决策和执行的策略和行动。A:工作分解结构不直接用于与相关方沟通项目工作水平。B:项目管理计划范围太广。C:这是相关方管理问题,包括与相关方的有效沟通。应从相关方管理切入。
129、 [单选] 一个项目已经进行了六个月,这时有人意识到由于最近批准的所需准确度方面的变更, 成本管理计划不再有效,项目经理应该怎么做?
A project has been underway for six months when someone realizes that the cost management plan is no longer valid due to a recently approved change in the required level of accuracy.What should the project manager do?
- A:要求团队审查并修订成本管理计划
Ask the team to review and revise the cost management plan - B:促成一次团队会议,以审查工作分解结构(WBS)、分析每个工作包和更新成本
Facilitate a team meeting to review the work breakdown structure(WBS),analyze each work package,and update the cost - C:召开一次团队会议,以讨论变更并带领团队更新成本管理计划
Conduct a team meeting to discuss the change and lead the team in updating the cost management plan - D:与团队一起审查此变更对预算的影响,并确定是否有必要对成本管理计划进行变更
Review this change's impact on budget with the team and determine if a change in the cost management plan is necessary
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。变更控制带来的对预算的影响,带领团队讨论并确定是否需要变更。选项A:没有经过变更之前,不能修订成本管理计划。 选项B:不是题目要求回答的问题。 选项C:没有经过变更之前,不能更新成本管理计划。
155、 [单选] 在项目执行阶段,项目经理了解到一些相关方认为已批准的变更是不必要的,所以他们对接受这些变更犹豫不决,这些变更对项目的成本和进度基准影响很小。 项目经理应该做什么?
During a project's execution phase,the project manager learns that some stakeholders are hesitant to accept approved changes because they believe the changes are unnecessary.These changes have minimal effect on the project's cost and schedule baselines. What should the project manager do?
- A:将该问题升级上报给高级管理层
Execute the issue to senior management - B:要求变更控制委员会(CCB)重新审查批准的变更
Ask the change control board(CCB)to re-review the approved changes - C:与这些相关方开会,打消他们的顾虑
Meet with these stakeholders do address their concerns - D:执行这些变更,因为它们的影响微不足道
Execute the changes since their impact is insignificant
正确答案:C 你的答案:B
解析:PMBOK13.3.2.5-会议。会议可用于讨论和处理任何与相关方参与有关的问题或关注点。本题是相关方问题,管理相关方参与,CCB已经批准变更是必须接受的,相关方对接受这些变更犹豫不决,通过会议的形式了解相关方的问题,并进行解决。
160、 [单选] 根据一位高级成员的意见,实施纠正措施以解决设计问题,实施后,该团队发现纠正措施未能提高设计质量。若要避免这个问题,项目经理应该事先做什么?
Based on the input of a senior team member,a corrective action is implemented to address a design issue,after implementation,the team discover that the corrective action falls to improve design quality. What should the project manager have done to prevent do?
- A:参考变更管理计划,并确保变更请求得到正式授权
Referred to the change management plan,and ensure that change requests were formally authorize - B:确保检查设计的纠正措施并召开经验教训会议
Ensured the design's corrective action was inspected and held a lesson learn session - C:识别风险,并记录整体项目风险的来源
ldentified the risks,and documented the sources of overall project risks - D:查阅质量管理计划,并确保进行检查和审计
Consulted the quality management plan,and assured that inspections and audits were conducted
正确答案:A 你的答案:D
解析:PMBOK4.6实施整体变更控制,变更请求需要通过流程控制,对纠正措施进行评估,而不是根据个人意见进行处理。
165、 [单选] 在准备工作分解结构(WBS)之后,项目经理准备将任务区域分配给项目团队成员。随后,项目发起人要求增加团队认为无法实现的需求。 项目经理下一步应该怎么做?
After preparing the work breakdown structure (WBS), the project manager is ready to assign tasks areas to project team members. Subsequently, the project sponsor asks to add requirements that the team feels are unattainable. What should the project manager do next?
- A:收集需求,并召开团队头脑风暴会议
Collect requirements, and conduct a team brainstorming session - B:根据新的需求使用专家判断来调整WBS
Using expert judgment to adjust the WBS based oft the new requirements - C:审查项目范围和资源,来评估满足该请求的可行性
Review the project scope and resources to assess the feasibility of satisfying the request - D:评估该请求对项目范围、进度计划和预算影响
Evaluate the impact of the request on the project scope, schedule, and budget
正确答案:D 你的答案:A
解析:PMBOK4.6实施整体变更控制。发起人要求增加范围,这个是变更问题,走整体变更控制流程,先分析评估该变更的影响。
168、 [单选] 项目发起人不断要求尽快交付项目。项目经理识别到一个将会让项目延迟一周时间的问题。项目经理应该做什么?
A project sponsor constantly demands that a project is delivered as quickly as possible.The project manager identifies an issue that will delay the project by one week.What should the project manager do?
- A:向整个团队发送包含修订后进度计划和预算的更新状态报告
Send an updated report with a revised schedule and budget to the entire team - B:在项目管理计划中记录这项延迟,并与发起人沟通该问题
Document the delay in the project management plan,and communicate it to the sponsor - C:制定恢复计划以尽量减少影响,并与项目发起人开会讨论该问题
Devise a recovery plan to minimize the impact,and meet with the project sponsor to discuss it - D:请一位主题专家(SME)亲自与项目发起人讨论该问题
Ask a subject matter expert(SME)to personally discuss the issue with the project sponsor
正确答案:C 你的答案:B
解析:PMBOK4.5监控项目工作.遇到问题,项目经理应采取主动应对方式,影响到计划或基准时,应先制定应对措施再进行上报。 D项目经理回避,不可取。 A需先进行变更流程后,才可修订进度计划和预算。 B问题需记录于问题日志。
172、 [单选] 项目计划活动的百分之九十已经完成,其最后一个里程碑即将来临,该里程碑包含先前由变更控制委员会(CCB)批准的一项变更,在相关方审查会议期间,两位相关方就该项已批准变更的有效性和必要性进行争论。项目经理应该做什么?
Ninety percent of a project's planned activities are completed,and its last milestone is approaching.This milestone includes a change that was previously approved by the change contract board(CCB).During a stakeholder review meeting,two stakeholders argue about the validity and necessity of the approved change. What should the project manager do?
- A:将该问题登记为一项关键风险,并确定适当的纠正措施
Register this as a key risk,and identify appropriate corrective actions - B:查阅类似项目的经验教训文件,以提出纠正措施
Consult the lessons learned documents from similar projects to propose corrective actions - C:审查相关方参与计划,并将已批准变更的信息提交给相关方
Review the stakeholder engagement plan,and facilitate approved change information to stakeholders - D:将变更请求重新提交给CCB进行审查
Resubmit the change request to the CCB for review
正确答案:C 你的答案:B
解析:PMBOK 4.3.1.3 批准的变更请求,批准的变更请求可能是纠正措施、预防措施或缺陷补救,并由项目团队纳入项目进度计划付诸实施。
186、 [单选] 项目经理加入一个项目,但项目经理在该项目所涉及的行业经验有限,在该项目的整个生命周期中,项目经理精心记录每个差距、问题和不一致性。但是,无论项目经理如何记录和跟踪生产问题,但问题都没有得到解决,这使项目交付面临风险。 若要解决这些问题,项目经理事先应该做什么?
A project manager joins a project in an industry with which they have limited experience.Throughout the project's life cycle,the project manager meticulously documents each gap, problem,and inconsistency.However,production issues remain ,unresolved;regardless of the project manager's efforts to record and track them,which puts project delivery at risk. What should the project manager have done to resolve these issues?
- A:调整范围基准和项目进度计划与客户需求保持一致
Aligned the scope baseline and project schedule to the customer's needs - B:使用主题专家(SMEs)提供适合的应对行动
Used subject matter experts(SMEs) to provide suitable response actions - C:审查相关方的需求与验收标准相匹配
Reviewed stakeholder requirements to match the acceptance criteria - D:检查需求跟踪矩阵,以确保它与可交付成果相联系
Examined the requirements tractability matrix to insure that it linked to the deliverables.
正确答案:B 你的答案:C
解析:项目经理经验不足,可以找外脑(主题专家SME)。对此项目缺乏经验,最好的做法是找主题专家进行指导。
190、 [单选] 在一个为期12个月的项目中,供应商通知项目经理所需的项目设备将被延迟,经过进一步调查后,项目经理得知该供应商在业绩表现方面口碑不佳。若要避免这个问题,项目经理应该事先做什么?
One month into a 12-month project,a vendor informs the project manager that required project equipment will be delayed.After further investigation,the project manager learns that this vendor has a reputation for under performing.What should the project manager have done to prevent this?
- A:检查更新后的风险登记册和问题日志
Check the updated risk register and issue log - B:在供应商名单中添加备份供应商
Added a backup vendor to vendor list - C:在进度计划基准中包含应急缓冲
Include a contingency buffer in the schedule baseline - D:查看其它项目的经验教训文档
Reviewed the lessons learned documents from other projects
正确答案:D 你的答案:C
解析:PMBOK 12.2.1.2 实施采购输入-项目文件-经验教训登记册。我们在项目前期应该获取与实施采购有关的经验教训,以提高实施采购的效率。题目表明该供应商之前在业绩表现方面口碑不佳,我们在选择该供应商之前应事先查看过去的项目经验教训文档进行提前了解
196、 [单选] 根据公司的战略目标,下一年的业务计划中授权了一个关键的效率改进项目。但是由于投资高,收益有限,负责实施后运营的一个关键相关方强烈反对该项目。项目经理应该做什么?
In line with a company's strategic objectives,a critical efficiency improvement project is authorized in next year's business plan.However,one of the key stakeholders responsible for post-implementation operations is strongly against the project due to its high investment and limited benefits.What should the project manager do?
- A:执行全面的相关方分析,并据此影响相关方
Perform a comprehensive stakeholder analysis,and influence stakeholder accordingly - B:邀请所有相关方讨论担忧的问题,并对未来的行动方案进行投票
Invite all stakeholders to discuss the concern and vote on future course of action - C:与该关键相关方讨论这些问题,并将其升级上报给发起人以获得指示
Discuss the concerns with the key stakeholder,and escalate it to the sponsor for direction - D:与该相关方召开一对一的头脑风暴会议,以清楚地了解他们担忧的问题
Conduct a one-on-one brainstorming session with the stakeholder to clearly understand their concerns
正确答案:C 你的答案:A
解析:PMBOK第六版,P77,4.1.1.1,制定项目章程:输入-商业论证。商业论证(该项目是否有投资价值,进而决定是否实施该项目),尚未形成项目章程。流程:先分析,再上报发起人做决定。
答题用时:169分钟
答题时间:2020-09-20 22:07:00