强化练习200题（二） 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 （每题1分，共200道题）

1、 [单选] 项目团队每周与指导委员会一起召开一次整体变更控制会议。在这些会议期间，与会者讨论纠正导致变更请求的缺陷紧迫性，然后会对其严重性进行投票。在委员会同意变更请求的严重性和优先级后，项目经理应该更新哪一份文件?
A project team has weekly integrated change control meetings with the steering committee. During these meetings, attendees discuss the urgency of correcting deflects that cause change requests, and then vote on their severity. After the committee agrees on the severity and priority of the change requests, what should the project manager update?

• A：变更日志
  Change log

• B：变更管理计划
  Change management plan

• C：范围基准
  Scope baseline

• D：需求踪矩阵
  Requirements traceability matrix

2、 [单选] 在项目初始验收期间，客户对项目绩效感到满意。但是，他们要求将交付日期提前一周时间,并向项目经理解释原因。 项目经理下一步应该怎么做？
During initial project acceptance, the customer is satisfied with project performance. However, they ask to move the delivery date forward by one week and explain their reason to the project manager. What should the project manager do next?

• A：更新项目进度计划
  Update the project schedule.

• B：与客户进一步澄清实际需要
  Further clarify the actual requirement with the customer.

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

• D：提交变更请求
  Submit a change request.

3、 [单选] 在项目收尾期间，发现一个问题，但在这个阶段，该项目的资源已经解散。在解散资源之前，项目经理应该事先做什么?
During project closure, an issue is detected at this stage, the project's resources have already been disband. What should the project manager have done prior to releasing the resources?

• A：执行实施整体变更控制过程
  Conducted the Perform Integrated change Control process.

• B：获得客户验收
  Obtained customer acceptance.

• C：记录经验教训
  Documented lessons learned

• D：执行根本原因分析
  Performed a root cause analysis.

4、 [单选] 项目经理已经完成一个项目主要可交付成果的批准流程，项目经理现在需要为关键相关方编写产品质量和项目绩效的相关报告。 项目经理应该使用什么来编写这份报告？
A project manager has completed the review and approval processes for a project's key deliverables. The project manager now needs to prepare a report on product quality and project performance for key stakeholders. What should the project manager use to prepare this?

• A：质量测量指标和项目可交付成果
  Quality metrics and project deliverables

• B：质量检查报告和经验教训知识库
  Quality inspection reports and the lessons learned repository

• C：质量控制测量结果和工作绩效信息
  Quality control measurements and work performance information

• D：数据分析和工作绩效数据
  Data analysis and performance data

5、 [单选] 一个系统成功发布并且已平稳运行超过两周时间，项目经理要求相关方正式验收，但是利益相关方希望做出他们认为易于实施的轻微变更。 项目经理应该如何才能获得该变更的正式验收？
A system launched successfully and has been running smoothly for more than two weeks. The project manager requests formal acceptance from stakeholder, but one stakeholder wants to make a slight change they believe will be easy to implement. What should the project manager do to gain formal acceptance of the change?

• A：将该变更升级上报给项目发起人进行验收
  Escalate the change to the project sponsor for acceptance.

• B：更新变更日志，并开始实施
  Update the change log and start implementing.

• C：保持约定的验收标准，并请求相关方批准
  Maintain the agreed-upon acceptance criteria, and request stakeholder approval.

• D：与团队开会评估该请求
  Meet with the team to evaluate the request.

6、 [单选] 一个营销团队负责一家组织的所有外部沟通，该团队很快将向客户沟通新产品的发布日期，同时，技术团队在没有通知营销团队的情况下对发布活动进行变更。 若要确保有效沟通，项目经理应该怎么做？
A marketing team is responsible for all of an organization's outside communications. This team will soon be communicating the launch date of new products to customers. Meanwhile the technology team makes changes to the launch activity without informing the marketing team. To ensure effective communications, what should the project manager do?

• A：提醒团队所有变更都必须遵循沟通管理计划
  Remind the teams that all changes must follow the communications management plan.

• B：通知技术主管遵循变更管理程序
  Inform the technology lead to follow change management procedures.

• C：鼓励两个团队在项目团队会议期间讨论沟通问题
  Encourage both teams to discuss communication issues during project team meetings.

• D：为两个团队组织沟通培训
  Organize communication training for the both teams.

7、 [单选] 在为一家公司开发软件时，供应商收到几个新的客户请求，这些请求都包含在系统中，软件按时交付，但因为高级管理人员认为软件不符合要求而拒收该软件。 若要避免这个问题，供应商的项目经理应该事先做什么？
While developing software for a accompany, provider receives several new customer requests that incorporated into the system. The software is delivered on time but is rejected because a senior manager believes it does not align with the requirements. What should the provider's project manager have done to avoid this?

• A：审查需求跟踪矩阵
  Reviewed the requirements traceability matrix.

• B：请求高级管理层参与客户高级管理层一起讨论需求
  Requested the involvement of their senior management to discuss the requirements with the customer’s senior management.

• C：执行实施整体变更控制过程，并更新项目文件和基准
  Conducted the Perform Integrated Change Control process and updated the project documents and baseline.

• D：核实项目范围
  Validated the project scope.

8、 [单选] 一个漫长的施工项目在采购过程中遇到一些问题，这些问题还在继续发生在调查过程中,一些团队成员希望知道他们应该在何时收集经验教训。 项目经理应该如何答复？
A lengthy construction project encountered some issues during the procurement process,which continue to occur. During an investigation, some team members want to know when they should capture lessons learned register. How should the project manager respond?

• A：在项目生命周期期间和之后不久
  During and shortly after; the project's life cycle.

• B：在项目收尾时
  At the end of the project.

• C：在项目阶段收尾期间
  At the end of the project phase.

• D：在每个学习关口
  At each learning level.

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 standard.What 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.

10、 [单选] 项目经理集合在地理上分散的团队，为一家组织实施新的强制性监管要求。若要获得相关方的承诺，项目经理应该怎么做？
A project manager gathers a geographically distributed team to implement a new, mandatory regulatory requirement for an organization .What should the project manager do to gain stakeholder commitment?

• A：设置必要的沟通基础设施
  Set up the necessary communications infrastructure.

• B：召开项目启动大会
  Conduct a project kick off meeting.

• C：执行相关方分析
  Perform a stakeholder analysis.

• D：让团队集中办公
  Co-locate the team.

11、 [单选] —家公司被一家大公司收购，这家大公司希望把重点放在其核心产品和服务上。处于规划阶段的所有项目都正在进行修订，以包含新的变更管理程序。一个项目的项目经理需要持续的高级输入，以确保与新的组织结构保持一致。 若要确保项目变更得到有效管理，项目经理应该怎么做？
A company was acquired by a big company that wanted to focus on its core products and services. The projects in the planning phase are being revised to include the new change management process. The project manager of a project needs continuous high-level input to ensure consistency with the new organizational structure. What should the project manager do to ensure that project changes are managed effectively?

• A：重新开放需求，扩展项目以包含新的变更管理程序，并指定一名团队成员全权负责变更管理
  Reopen the requirements, expand the project to include the new change management process, and designate a team member to take fully responsibility for change management.

• B：确定哪些变更控制适用于该项目，只实施那些相关且有价值的变更控制，并在必要时将变更升级上报给管理层
  Determine which change controls apply to the project, implement only those relevant and valuable change controls, and escalate the changes to management when necessary.

• C：忽略新的变更管理过程，并通知新的管理层，项目需求已经完成并且无法进行变更
  Ignore the new change management process and notify the new management that the project requirements have been completed and cannot be change

• D：实施新的变更控制并形成变更控制委员会(CCB)，以跟踪和监控变更.并及时解决问题和升级上报问题
  Implement new change controls and form a Change Control Board (CCB) to track and monitor changes and resolve issues and escalate issues in a timely manner.

12、 [单选] 在项目启动大会结束时，项目经理陈述项目范围并让关键相关方和高管提出意见，项目经理正在尝试完成什么目标？
At the end of a project kick-off meeting, the project manager restates the project scope and asks for comments from key stakeholders and executives. What objective is the project manager trying to accomplish?

• A：记录需求日志的信息
  Record information for the requirements log.

• B：设定团队成员对项目可交付成果的期望
  Setting team member's expectations about project deliverables

• C：获得相关方的正式承诺
  Obtaining formal commitment from stakeholders

• D：创建项目的范围基准
  Creating the project's scope baseline

13、 [单选] 项目经理正在为客户管理一个跨国项目，拟采用最新技术替换其电信基础设备。项目经理得知，在某些国家，必须遵循特定的环境规定来处置被替换的硬件。在制定商业论证时，未考虑到这些规定，项目经理应该怎么做？
A project manager is leading a multinational project for a customer to replace its telecommunications infrastructure with the latest technology. The project manager learns that, in some countries, specific environmental regulations must be followed to dispose of the replaced hardware. In the development of business arguments these rules have not be consider. What should the project manager do?

• A：更新商业论证以包含硬件处置成本
  Update the business case to include the cost of the hardware disposal.

• B：建议发起人将遵守这项规定的成本纳入商业论证
  Recommend the sponsor to incorporate the cost of complying with this provision into the business case.

• C：提出一个包含遵守环境法规成本的实施策略
  Propose an implementation strategy that includes compliance with environmental regulations.

• D：根据业务需求识别主要可交付成果，以管理客户期望并遵守该规定
  Identify key deliverables based on business needs to manage customer expectations and comply with this requirement.

14、 [单选] 项目经理正在管理一个进度紧张的项目。团队成员位于全国各地,非常繁忙,对关注经验教训登记册并不感兴趣。 若要确保准备、管理并跟踪经验教训,项目经理应该做什么?
A project manager is leading a project with tight schedules.Team members,who are located in different regions across the country,are busy and uninterested in focus on the lessons learned register. What should the project manager do to ensure that the lessons learned are prepared,managed,and tracked?

• A：安排定期电话会议,以收集信息并更新经验教训登记册
  Organize regular conference calls to collect information and update the lessons learned register

• B：组织项目结束会议,以便团队成员可以报告问题并应用最佳实践
  Organize an end-of-project meeting so that team members can report issues and applied best practices

• C：要求每个团队成员在有时间时更新经验教训登记册
  Require each team member to update the lessons learned register when they have time

• D：分配一名资源用问题日志来准备和更新经验教训登记册
  Assign a resource to prepare and update the lessons learned register using the issue log

15、 [单选] 在项目启动期间，项目经理进行了成本效益分析，结果为0.6,项目经理下一步应该怎么做？
During the project start-up, the project manager conducted a cost-benefit analysis and the result was 0.6. What should the project manager do next?

• A：咨询专家，寻找选择方案，并重新执行分析
  Consult experts，look for options,and re-perform the analysis

• B：与项目发起人一起审查结果，以确认项目的可行性
  Review the results with the project sponsor to confirm the project's feasibility

• C：审查报告以确定是应该开始项目还是拒绝项目
  Examine response to determine if the project should start of be rejected

• D：咨询相关方关于项目的批准情况
  Consult with stakeholders about project approval

16、 [单选] 项目经理完成项目章程的制定，并与关键相关方一起审查项目章程。项目经理下一步应该怎么做？
A project manager completes the development of the project charter and reviews it with key stakeholders. What should the project manager do next?

• A：制定项目管理计划
  Develop the project management plan.

• B：与项目团队一起召开项目启动大会
  Conduct a kick-off meeting with the project team.

• C：获得项目发起人对项目章程的批准
  Obtain project charter approval from the sponsor.

• D：获得相关方对项目章程的批准
  Obtain project charter approval from the stakeholders.

17、 [单选] 项目经理从一家公司的高级管理层收到一份商业论证，该公司之前曾有在项目执行阶段中途放弃项目且不能提供足够要求资源的历史。项目经理应该怎么做？
A project manager receives a business case from a company’s senior management. This company has a history of abandoning projects midway through the execution phase and not providing sufficient requested resources. What should the project manager do?

• A：制定工作分解结构（WBS)
  Build a work breakdown structure(WBS).

• B：制定项目章程
  Develop a project charter.

• C：制定项目管理计划
  Build a project management plan.

• D：制定战略计划
  Develop a strategic plan.

18、 [单选] 项目经理收到项目章程，并安排召开一次初步项目启动大会。然而，参加这次会议的公司资源很少。若要避免这个问题，项目经理应该考虑哪一点？
A project manager receives a project charter and schedules an initial kick-off meeting. However the meeting is poorly attended by company resources. What should the project manager have considered to avoid this?

• A：组织过程资产
  Organizational process assets.

• B：事业环境因素
  Business environment factor.

• C：协议
  Agreements.

• D：沟通管理计划
  Communications management plan.

19、 [单选] 项目经理在一个项目中途辞职了。项目发起人应该使用哪一份文件来将项目职权转移给新项目经理？
A project manager resigns midway through a project. What document should the project sponsor use to transfer project authority to the new project manager?

• A：项目管理计划
  Project management plan

• B：商业论证
  Business case

• C：项目章程
  Project charter

• D：项目范围说明书
  Project scope statement

20、 [单选] 作为控制质量过程的结果，产生变更请求，并由变更控制委员会批准。项目经理下一步该怎么做？
As a result of the control quality process, change requests are generated and approved by the change control boar What should the project manager do next?

• A：与变更控制委员会一起评估变更请求
  Evaluate the change requests with the change control board

• B：安排批准变更的实施
  Schedule the implementation of the approved changes

• C：评估如果不实施变更的风险
  Evaluate the risk if the changes are not implemented

• D：执行根本原因分析确定变更的缘由
  Perform a root cause analysis to identify the sources of the changes

21、 [单选] 在项目启动阶段，项目发起人向项目经理询问已识别的风险情况。项目经理应参考下列哪一项？
During a project’s initiation phase, the sponsor asks the project manager about identified risks. What should the project manager reference?

• A：项目章程
  Project charter

• B：规划风险管理过程
  Plan Risk Management process

• C：风险登记册
  Risk register

• D：控制风险过程
  Control Risks process

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.

23、 [单选] 审查项目状态时，项目经理发现团队成员在未向其告知的情况下接受客户变更。这导致额外的工作流程以及未记录的变更。项目经理应该怎么做？
In reviewing a project’s status, a project manager discovers that they are not being informed about customer changes accepted by team members. This leads to redundant work flows and undocumented changes. What should the project manager do?

• A：拒绝变更并实施原始范围
  Reject the changes and implement the original scope.

• B：更改项目范围，包含这些变更
  Change the project scope to include the changes.

• C：接受变更，并修订范围.进度计划和成本基准
  Accept the changes and modify the scope, schedule, and cost baselines.

• D：审查情况，并执行实施整体变更控制过程
  Review the situation and conduct the Perform Integrated Change Control process.

24、 [单选] 在项目执行中途，项目经理确定对生产可交付成果有必要的范围部分，在估算和规划期间被忽略了。变更控制委员会（CCB）批准将这些事项添加进范围说明书的请求后，项目经理下一步应该怎么做？
Midway through project execution, the project manager determines that part of the scope necessary to produce the deliverable was omitted during estimating and planning. After the change control board (CCB) approves the request to add items to the scope statement, what should the project manager do next?

• A：更新项目文件
  Update the project documentation.

• B：审查工作绩效报告
  Review work performance reports.

• C：更新经验教训数据库
  Update the lessons learned database.

• D：与客户一起审查影响
  Review the impact with the client.

25、 [单选] 项目第一阶段符合进度计划，且接近完成。第二阶段取决于第一阶段的完成。技术团队发现一个缺陷，且项目经理确定必须修补这个缺陷才能继续项目。项目经理首先应该怎么做？
Phase one of a project is on schedule and close to completion. Phase two is dependent upon phase one's completion. The technical team finds a defect and the project manager determines that the defect must be repaired before continuing the project. What should the project manager do first?

• A：变更项目管理计划，在不影响进度计划的情况下包含缺陷修补工作
  Update the project management plan to include the repair work without impacting the schedule.

• B：向变更控制委员会(CCB)提交变更请求，供其审查和批准
  Submit a change request to be reviewed and approved by the change control board (CCB)

• C：与项目团队开会，审查发现结果，并确定所需的下一步行动
  Meet with the project team to review the findings and determine the next action required

• D：将修补工作添加进风险登记册，并重新计算成功概率
  Add repair work to the risk register and recalculate probability of success

26、 [单选] 一次项目审计审查发现，一项关键变更是在规定流程之外被拒绝。这对其他交付产生中等影响，发起人要求知道原因。项目经理首先应该审查哪一项？
A project audit review identifies that a critical,rejected change was made outside of established processes.This affected other deliveries with a medium impact,and the sponsor demands to know why. What should the project manager review first?

• A：变更日志
  Change log

• B：需求跟踪矩阵
  Requirements traceability matrix

• C：风险报告
  Risk report

• D：变更请求
  Change request

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

28、 [单选] 在完成项目章程时,项目经理发现相关方对某些要素的意见不一致。项目经理应该做什么?
While finishing a project charter,a project manager discovers that stakeholders disagree with certain elements.What should the project manager do?

• A：参考项目治理框架,加强项目承诺
  Refer to the project governance framework to reinforce project commitments

• B：与项目团队合作,以解决问题并继续进行项目规划活动
  Work with the project team to resolve the issue and proceed with project planning activities

• C：将预计结果与商业论证相关联,以获得相关方的一致同意
  Relate the projected outcome to the business case to obtain stakeholder consensus

• D：与相关方合作解决冲突并最终确定项目章程
  Collaborate with stakeholder to resolve the conflict and finalize the project charter

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.

30、 [单选] 项目发起人非常注意与用户/客户一起制定效益分析和范围。任命的项目经理后来按时按预算完成项目。项目发起人应该如何向用户/客户确保最终可交付成果达到预期目标？
A project sponsor takes great care to develop the benefit analysis and scope with the user/client.The assigned project manager later completes the project on time and under budget.What should the project sponsor do to assure the user/client that the final deliverable has achieved the desired objectives?

• A：查阅工作分解结构(WBS)确认所有工作包已经完成
  Refer to the work breakdown structure(WBS) to confirm that all work packages were successfully complete

• B：向用户/客户指出，由于满足了进度计划和预算要求，该项目取得成功
  Point out to the user/client that since schedule and budget requirements were met,the project is a success.

• C：要求分配的效益负责人在书面报告中提供他们的反馈以进行验证
  Ask the assigned benefits owner to provide their feedback in a written report for verification.

• D：向用户/客户提供在项目结束时使用的一份清单，列出所有已解决的事项
  Provide to the user/client a list that was used at the end of the project indicating all items address

31、 [单选] 在一个项目的最终收尾活动期间，项目经理发现项目章程包含的原始项目范围比最终项目范围的成本低，项目经理应如何处理这项信息？
During final closeout activities for a project,the project manager identifies that project charter contains an original project scope that is less costly than the final project scope.What should the project manager do with this information?

• A：在项目报告中记录原始和最终范围
  Document the original and final scopes in the project report.

• B：更改项目章程以反映本文件创建后所做的所有变更
  Change the project charter to reflect all changes made since the creation of this document.

• C：核实项目管理计划是否已更新
  Verify whether the project management plan has been update

• D：审查变更请求，且如果没有包含必要的信息，则更新该变更请求
  Review the change request and,if it docs not contain the necessary information ,update it.

32、 [单选] 技术的进步使组织需要改进产品线的规格以保持领先于竞争对手。但是，本财政年度的预算已经处于巨大压力之下，新项目的可用资金很少。项目经理应该怎么做？
Advances in technology create an organizational need to improve a product line’s specifications to stay ahead of competitors. However, the budget for this financial year is already under significant strain,leaving very little funding available for new project.What should the project manager do?

• A：等到新的财政年度再对产品改进做出任何变更
  Wait for the new financial year to make any changes in product advancements

• B：对商业论证执行成本效益分析，以说明实施项目的好处
  Perform a cost-benefit analysis of the business case to illustrate the benefits of implementing the project

• C：计算ROI以确定继续执行项目是否有意义
  Calculate the ROI to decided it makes sense to proceed with the project

• D：计算预期货币价值(EMV)以向组织提出必要的建议
  Calculate the expected monetary value (EMV) to make the necessary recommendations to the organization

33、 [单选] 在新项目启动会议期间，生产经理拒绝接受批准的章程，因为项目需要采购新设备。然而，项目经理通知项目发起人，由于生产经理缺席，章程未能包括设备采购。项目经理下一步应该怎么做？
During a new project’s kick-off meeting.a production manager refuses to accept the approved charter because the project will require the procurement of new equipment.The project manager then informs the sponsor that the charter failed to include equipment procurement because the production manager was absent.What should the project manager do next?

• A：与客户一起审查生产经理关切的问题
  Review the production manager’s concern with the client.

• B：记录生产经理关切的问题，并在项目启动大会之后获得他们的支持
  Record the production manager’s concern and obtain their support after the kick-off meeting.

• C：开展另一项成本效益分析，包括生产经理的反馈
  Conduct another cost-benefit analysis that includes the production manager’s feedback.

• D：向生产经理解释设备成本不会影响项目业务价值
  Explain to the production manager that equipment costs will not impact project business value.

34、 [单选] 项目经理在收尾一个项目时遇到问题，因为相关方不接受项目章程中描述的大部分可交付成果，项目经理应该做什么？
A project manager is having problems closing a project because the stakeholders did not accept the majority of the deliverables described in the project charter. What should the project manager do?

• A：更新项目章程
  update the project charter

• B：提交变更请求
  Submit a change request

• C：更新范围管理计划
  Update the scope management plan

• D：核实范围
  Validate the scope

35、 [单选] 在项目的实施阶段，在工程图纸中发现一个错误，该错误导致重大的返工和成本超支，项目经理执行根本原因分析，并发现未根据程序检查图纸。项目经理应该做些什么来确保在未来的项目中不会发生这种情况？
During the manufacturing phase of a project, an error is detected in the engineering drawings, The error results in significant rework and cost overruns. The project manager performed a root cause analysis and discovers that the drawings was not checked according to procedures. What should the project manager do to ensure that this does not happen in future projects?

• A：识别并面对导致错误的人员
  identify and confront the resource responsible for the mistake

• B：收集经验教训储存库中的结果
  Capture the findings in the lessons learned repository

• C：更新质量管理计划
  Update the quality management plan

• D：通知所有其他项目经理
  Inform all other project managers

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
  E-mail

37、 [单选] 一次项目会议后，市场营销经理要求在公司网站上添加一个在线服务功能，项目经理首先应该怎么做？
After a project meeting, the marketing manager asked to add an online service feature to the company’s website. What should the project manager do first?

• A：审查预算并合并该变更
  Review the budget and incorporate the change

• B：更新变更管理计划
  Update the change management plan

• C：执行变更控制过程
  Execute the change control process

• D：对请求的变更进行失效模式与影响分析(FMEA)
  Conduct Failure mode and effect analysis (FMEA) of the requested change

38、 [单选] 相关方已就项目可交付成果，关键里程碑以及角色与职责达成一致意见，项目经理与商业分析师开会，以评估项目的详细需求，项目经理首先应该怎么做？
Stakeholders have agreed on project deliverables, key milestones, and roles and responsibilities. The project manager meets with the business analyst to assess the project’s detailed requirements. What should the project manager do first?

• A：安排需求评审会议
  Arrange a requirements review meeting

• B：分享项目章程
  Share the project charter

• C：制定范围管理计划
  Develop the scope management plan

• D：审查工作分解结构(WBS)
  Review the work breakdown structure (WBS)

39、 [单选] 项目发起人要求项目经理立即开始一个新项目，项目经理下一步应该怎么做？
A project sponsor asks the project manager to begin a new project immediately. What should the project manager do next?

• A：准备项目管理计划
  Prepare the project management plan

• B：识别潜在的项目风险
  Identify potential project risks

• C：参与制定项目章程
  Participate in the development of the project charter

• D：招募项目团队
  Recruit the project team

40、 [单选] 在一个五阶段项目的第二阶段，遇到必须立即解决的问题，项目经理应该怎么做？
During the second stage of a five-stage project, issues are encountered that must be resolved immediately,what should the project manager do ?

• A：与公司高管开会，请求提供更多时间来应用变更控制程序
  Meet with company executives and request more time to apply change control procedures

• B：确定纠正措施，了解进度和成本影响，并应用实施整体变更控制过程
  Identify corrective actions, understand the schedule and cost impact, and employ the perform integrated change control process

• C：快速调动专家，在规定的时间内解决问题，并更新问题日志、变更日志、进度计划、预算 和状态报告
  Quickly mobilize experts,fix the issues within the allotted time, and update the issue log, change log, schedule, budget and status report

• D：回退第二阶段的交付，更新进度计划，并通知相关方
  Roll back stage two’s delivery, update the schedule,and inform the project stakeholders

41、 [单选] 项目经理正在管理一个产品开发项目，有许多国家的消费者将使用该产品，而且开发团队将在不同的地理位置工作，在制定实施策略时，项目经理首先应该做什么？
A project manager is leading a product development project,Consumers across multiple countries, will use the product and the development team will working in different geographic locations. When developing the implementation strategy，what should the project manager do first?

• A：创建工作分解结构(WBS)以了解所需工作的具体细节
  Create A work breakdown structure (WBS) to understand the specific details of the required work

• B：制定甘特图以确定每个地点的资源和职责
  Develop a Gantlet Charts to identify resources and responsibilities for each location

• C：确定可能影响项目成功的关键假设条件，制约因素和其他因素
  Identify key assumptions，constraints and other factors that may impact project success

• D：审查组织结构，以便与来自不同地点的团队进行有效协作
  Review the organizational structure to effectively work with teams from different locations

42、 [单选] 敏捷团队正在根据商业分析师团队提供的用户故事开发产品。在第四次冲刺之后，相关方举行了一次演示，其中三个已完成的故事获得通过，其余两个故事未能满足相关方的期望，项目经理应该怎么做？
An Agile teams is working on product according to the user stories provided by a team of business analysts. After the fourth sprint, a demo for stakeholders is held and Three completed stories pass, The remaining two stories fail to meet stakeholders expectations. What should the project manager do?

• A：要求商业分析师开发新的用户故事
  Ask the business analysts to develop new user stories

• B：审查用户故事并签发变更请求
  Review the user stories and issue a change request

• C：确认相关方的期望，然后更新并重新编写用户故事
  Confirm stakeholder expectations, then update and rework the user stories

• D：启动一个新项目，将修订后的用户故事纳入工作范围
  Initiate a new project to incorporate revised user stories into the scope of work

43、 [单选] 根据批准的商业论证，项目必须在12个月内完成，以最大限度地提高经济效益，在审查商业论证之后，项目经理识别到一些制约因素，这些制约因素将导致无法在规定时间范围内完成项目，项目经理应该怎么做？
According to the approved business case, a project must be completed within 12 months to maximize financial benefits. After reviewing the business case, the project manager identifies a few constraints that will make it impossible to complete the project within this time frame. What should the project manager do?

• A：在项目章程中包括12个月的项目持续时间
  Include the 12-month project duration in the project charter

• B：在考虑到这些制约因素的影响后，在项目章程中更新修订后的完成日期
  Update the project charter with revised completion date after consideration of the impact of these constraints

• C：通知管理层无法实现项目时间表
  Inform management that the project timeline is not achievable

• D：与管理层开会讨论此事并最终确定行动计划
  Meet with management to discuss the matter and finalize an action plan

44、 [单选] 在项目开始时，项目发起人宣布可用资金比原计划少5%,项目经理应该怎么做？
At the beginning of the project, the project announces that there is 5 percent less funding available than originally planned What should the project manager do?

• A：与相关方开会以确定如何变更范围
  Meet with stakeholders to determine how the scope should change

• B：重组项目团队以消化资金减少问题
  Reorganize the project team to absorb the reduction in funding

• C：激活项目应急储备以取代被削减的资金
  Activate the project contingency reserve to replace the funds that have been cut

• D：监督项目进度以确定可以从范围中删除哪些任务
  Monitor project progress to decide which tasks can be removed from the scope

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

46、 [单选] 一个已识别到的风险发生了，从而触发一个次生的已识别风险，项目经理首先应该怎么做？
An identified risk occurs,which triggers a secondary identified risk. What should the project manager do first?

• A：审查风险登记册
  Review the risk register

• B：进行风险审计
  Conduct a Risk audit

• C：提交变更请求
  Submit a change requests

• D：继续商定的风险减轻措施
  Proceed with agreed to risk mitigation

47、 [单选] 由于个人原因，工程团队的一位关键成员将在10天内无法工作，这会影响项目进度和交付承诺。项目经理应该怎么做？
Due to personal reasons, a key member of an engineering team will be unavailable for 10 days, this impacts the project schedule and delivery commitment. What should the project manager do?

• A：对工程团队成员提供的解决方案进行影响评估
  Perform an Impact assessment of solutions provided by engineering team members

• B：更新项目管理计划并随时告知相关方
  Update the project management plan and keep the stakeholders informed

• C：要求人力资源部门管理这种情况
  Ask the human resources department to manage the situation

• D：查看和更新项目测量指标以确定添加新资源的可能性
  Review and update project metrics to determine the feasibility of adding a new resources

48、 [单选] 项目组正在创建一个新项目风险登记册。首先必须完成什么任务？
A project team is creating a new project’s risk register, what task must be completed first?

• A：审查项目风险
  Review project risks

• B：建立风险背景
  Establish a risk context

• C：识别项目风险
  Identify project risks

• D：分析潜在项目风险
  Analyze potential project risks

49、 [单选] 项目经理正在为一个复杂的电子商务应用程序工作。客户同意在项目开始时向应用程序测试团队提供数据。但是，在用户验收测试(UAT)之前，客户数据将不可用。项目经理首先应该怎么做？
A project manager is working on a complex e-commerce application. The client agrees to provide data to the test application team at beginning of the project. However, client data will be unavailable until user acceptance testing (UAT). What should the project manager do first?

• A：将该问题升级上报给客户
  Escalate the issue to the client

• B：让团队创建用于测试的虚拟数据
  Have the team create dummy data to use for testing

• C：评估影响，并将其提交给变更控制委员会(CCB)
  Evaluate the impact and raise it to the change control board (CCB)

• D：将该情况记录在风险登记册中
  Note it in the risk register

50、 [单选] 用于在开发过程中进行产品测试的一个供应商技术正在被逐步淘汰，如果需要，项目委员会同意提供额外的时间和资金进行测试。项目经理应该如何处理这个风险？
A supplier’s technology for product testing during development is being phased out, the project board agrees to grant additional time and funds to conduct testing if require How should the project manager handle this risk?

• A：通过从范围中删除测试来规避风险
  Avoid the risk by removing testing from the scope

• B：通过将测试活动外包给合格供应商来转移风险
  Transfer the risk by outsourcing testing activities to a qualified vendor

• C：使用另一种测试技术来减轻风险
  Mitigate the risk by Using another testing technique

• D：通过使用淘汰的技术进行测试来接受风险
  Accept the risks by using the phased-out technology for testing

51、 [单选] 在项目开始时承诺参与的一个关键项目人员现在不可用。项目经理下一步应该怎么做？
A key project resource that was promised at the beginning of the project is now unavailable. What should the project manager do next?

• A：提出项目将延迟的担忧
  Raise a concern that the project will be delayed

• B：评估影响
  Evaluate the impact

• C：重新制定项目计划
  Replan the project

• D：招募另一位人员
  Recruit another resource

52、 [单选] 在一个系统开发项目的执行阶段，一位关键开发人员由于个人原因，需要延长并进行计划外休假。项目经理知道，如果没有替代资源，项目进度计划就会面临风险。项目经理应该立即采取哪些措施来确保进度计划不会受到不利影响？
During the execution phase of a system development project, a key developer takes extended and unplanned leave due to personal reasons. The Project manager knows that without a replacement resource, the project schedule is at risk. What should the project manager do immediate to ensure that the schedule is not adversely affected?

• A：与所有开发人员开会，以确定重新分配开发任务的方案
  Meet with all developers to determine options for reassigning development tasks

• B：请求职能经理提供另一位技能熟练的开发人员
  Ask the functional manager for another skilled developer

• C：请求项目发起人提供有关处理资源问题的建议
  Ask the project sponsor for suggestions for handing the resource issues

• D：审查项目范围以减少开发任务，并相应的重新调整进度计划
  Review the project scopes to reduce development tasks and realign the schedule accordingly

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

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

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

56、 [单选] 项目发起人指示项目经理快速跟进项目，比进度计划提前三周完成。在进度压缩之后，项目经理发现可交付成果中因此增加了重大风险。项目经理首先应该怎么做？
A project sponsor directs the project manager to fast track the project to finish three weeks ahead of schedule. After the schedule compression, the project manager finds that major have been added to the deliverables. What should the project manager do first?

• A：更新风险登记册
  Update the risk register

• B：修订资源管理计划
  Revise the resource management plan

• C：修订项目管理计划并实施变更
  Modify the project management plan and implement the change

• D：记录变更并继续执行项目
  Record the change and proceed with the project

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

58、 [单选] 在风险审查会议期间，团队识别到一个风险。项目经理无法确定内部管理风险的方法， 因为这是另外一个项目团队的领域。项目经理下一步应该怎么做？
During a risk review meeting, the team identified a risk. The project manager is unable to determine a way to manage the risk internally because it is in the domain of another project team. What should the project manager do next?

• A：接受风险
  Accept the risk

• B：将该风险升级上报给高级管理层
  Escalate the risk to senior management

• C：规避风险
  Avoid the risks

• D：将风险转移给另一个团队
  Transfer the risk to another team

59、 [单选] 项目经理正在考虑如何最好地处理制造过程所产生的废弃物。这些废弃物可以帮助生产绿色能源，项目经理请求项目发起人允许将废弃物出售给当地供应商。这项请求获得批准并为企业产生收入。项目经理使用的是哪一项风险策略？
A project manager is considering how best to dispose of waste produced by the manufacturing process. The waste can assist in the production of green energy, The project manager request permission from the project sponsor to sell the waste to a local supplier. This is approved and generates income for the business. Which risk strategy did the project manager use?

• A：转移
  Transfer

• B：开拓
  Exploit

• C：减轻
  Mitigate

• D：接受
  Accept

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 identified.Since 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.

61、 [单选] 法律要求一个新项目进行环境影响研究后才可以继续执行，这将导致进度延误和成本超支。若要避免这个问题，项目经理应该事先做什么？
Legislation requires an environmental impact study before a new project can proceed,this will cause a schedule delay and a cost overruns. What should the project manager have done to avoid this ?

• A：将使用实施整体变更控制流程活动的结果纳入到执行计划中
  Incorporate the results obtained using the perform integrated change control process into the execution plan

• B：将该风险纳入风险登记册中，然后在该风险变成现实时重定进度基准
  Include the risk in the risk register，then rebaselined the schedule if the risk was realized

• C：请求作为例外情况按现状实施项目，然后考虑在未来项目的范围内增加此环境影响研究
  Requested an exception to implement the project as. is,then considered adding this environmental impact study in a future project’s scope

• D：执行风险分析以指出这种可能性，并记录当风险变成现实时需要遵循的方法
  Performed a risk analysis to indicate this possibility and document an approach to follow if the risk materialized

62、 [单选] 一家保安公司正在免费为当地的避难所实施门禁控制。营销团队计划通过善意的宣传活动，确保整体覆盖-包括广播和电视广告，并让避难所及其发起人参与。这描述的是哪一项风险应对策略？
A security firm is implementing access control at a local shelters at no charge. The marketing team plans a goodwill campaign ensuring press coverage, including radio and television features, and engagement with the shelter and its sponsors. Which risk response strategy does this describe?

• A：风险分析
  Risk exploiting

• B：风险增强
  Risk enhancement

• C：风险接受
  Risk acceptance

• D：风险分摊
  Risk sharing

63、 [单选] 在项目规划期间，项目经理识别到多个风险。为减轻这些风险的影响，项目经理应该怎么做？
During project planning, a project manager identifies several risks. What should the project manager do to mitigate the impact of these risks?

• A：将风险规避视为风险应对策略
  Consider risk avoidance as A risk response strategy

• B：遵循先前项目的风险管理计划
  Follow the risk management plan from previous projects

• C：执行储备分析
  Conduct a reserve analysis

• D：执行决策树分析并让相关方参与应对措施选择过程
  Perform a decision tree analysis and involve stakeholder in the response selection process

64、 [单选] 在创建组织业务计划的项目期间,项目经理促成与高级管理层一起召开优势、劣势、机会与威胁(SWOT)分析研讨会。项目经理正在实施的是哪一个过程?
During a project to create an organizational business plan,the project manager facilitates strengths,weaknesses,opportunities,and threats(SWOT) analysis workshop with senior management.What progress is the project manager implementing?

• A：实施定性风险分析
  Perform Qualitative Risk Analysis.

• B：制定风险响应计划
  Plan Risk Responses.

• C：规划风险管理
  Plan Risk Management.

• D：识别风险
  Identify Risk.

65、 [单选] 在项目的规划阶段,一位关键相关方通知项目经理在制定项目章程过程中未考虑一项需求,这一新需求极大地改变关键可交付成果。 项目经理应该做什么?
During a project's planning stage,a key stakeholder informs the project manager that a requirement failed to be considered during project charter development.This new requirement greatly diverts from the key deliverable. What should the project manager do?

• A：收集有关该需求的更多详细信息,并启动一个新项目来解决该需求
  Gather more details on the requirement,and initiate a new project to address them

• B：向该相关方保证将考虑他们的意见,并保证他们参与项目
  Assure the stakeholder that their input will be considered,and guarantee their involvement in the project

• C：告知该相关方该需求超出范围
  Inform the stakeholder that the requirement is out of scope

• D：通知发起人并添加该需求
  Notify the sponsor and add the requirement

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BA
  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.

67、 [单选] 在一个关键项目中,一名重要的团队成员辞职。若要管理这种情况,项目经理首先应该做什么?
During a critical project,an essential team member resigns.What should the project manager do first to manage this situation?

• A：将剩余的工作负荷分配给其他团队成员
  Allocate the remaining workload to the other team members.

• B：通知项目相关方
  Inform project stakeholders.

• C：审查风险管理和行动应对计划
  Review the risk management and action response plans.

• D：确定该团队成员辞职的原因
  Determine why that team member resigned

68、 [单选] 一位项目主题专家(SME)发现供应商产品中存在重大缺陷并请求采取纠正措施,一位关键相关方强烈反对,项目经理与该相关方和该主题专家讨论了这一情况。 项目经理下一步应该做什么?
A project subject master expert(SME)identifies a major flaw in a vendor's product and requests a corrective action.A key stakeholder disagrees strongly.The project manager discussed the situation with the stakeholder and the SME.What should the project manager do next?

• A：继续进行纠正措施
  Project with the corrective action

• B：与整个项目团队讨论该问题
  Discuss the issue with the entire project team

• C：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

• D：获得另一位主题专家的其他意见
  Obtain a second opinion from another SME

69、 [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到这项功能,也没有被纳入验收标准。然而,相关方却坚持认为这项功能是必要的,可以充分利用该可交付成果。项目经理应该怎么做?
Stakeholders claims that a feature is missing from a deliverable,This feature.was not mentioned in any prior discussions.and was not included in the acceptance criteria,however,the stakeholders insist that the feature is necessary to take full advantage of the deliverable, What should the project manager do?

• A：推迟实施该可交付成果并为遗漏的功能提交变更请求
  Defer implementing the deliverable,and submits a change request for the missing feature

• B：推迟实施该可交付成果并开始遗漏功能的工作
  Defer implementing the deliverable and begin work on the feature

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

• D：实施该可交付成果并开始遗漏功能的工作
  Implement the deliverable and begin work on the missing feature

70、 [单选] 项目团队正在努力为项目风险进行优先级排序。项目经理应该指示团队下一步做什么?
A project team is struggling with prioritizing project risks.What should the project manager instruct the team to do next?

• A：执行决策树分析
  Perform a decision tree analysis.

• B：制定概率和影响矩阵
  Develop a probability and impact matrix.

• C：创建一份影响图
  Create influence diagram.

• D：进行成本效益分析
  Conduct a cost-benefit analysis.

71、 [单选] 在项目的最后一个星期,一场强风暴造成损害并影响项目的交付日期，项目经理应该怎么做？
During the last week of the project,a strong storm causes damage and impacts the project's delivery date ?What should the project manager do?

• A：提交变更请求
  Submit a change request.

• B：将其报告给项目发起人
  Report it to the project sponsors.

• C：使用储备分析技术
  Use the reserve analysis technique.

• D：更新风险登记册
  Update the risk register.

72、 [单选] 项目经理得知政府计划通过新法规,可能影响其当前项目。项目经理首先应该做什么?
A project manager learns that the government plans to introduce a new regulation that might affect their current project.What should the project manager do first?

• A：通知变更控制委员会(CCB),并修改项目参数
  Inform the change control board(CCB),and revise project parameters.

• B：更新风险登记册,并制定应对措施
  Updated the risk register,and develop a response.

• C：执行风险分析,并在成本基准中添加应急储备
  Perform a risk analysis,and add a contingency reserve to the cost baseline.

• D：致电政府联系人以获取更多信息
  Call government contacts to obtain more information.

73、 [单选] 当产品测试即将完成时,项目经理无意中听到一位相关方提到公司可能会重置品牌,这将导致产品重新设计。在联系市场经理核实后,项目经理了解到尚未做出决定。项目经理应该做什么?
Product testing is nearly complete when the project manager overhears a stakeholder mention that the company is likely to rebrand itself.It would result in product redesign.After contacting the marketing manager to validate this,the project manager learns that a decision has not yet been made. What should the project manager do?

• A：与项目团队完成风险分析,并更新风险登记册
  Complete a risk analysis with the project team,and updated the risk register.

• B：更新状态报告,以在问题部分中包含品牌重置信息
  Update the status to include rebranding information within the issue section.

• C：完成一项变更请求,概述成本和时间表的影响
  Complete a change request outlining the cost and time frame impacts.

• D：在公司的团队建设活动中讨论他们的顾虑
  Discuss their concerns at a company team-building event.

74、 [单选] 项目经理在记录项目风险时发现,在过去,公司的采购部门在采购关键项目输入时经历了严重的延期。项目经理确定如果这个风险变成现实,它将使进度计划增加50%。 项目经理应该做什么?
A project manager recording project risks discovers that,in the past,the company's purchasing department experienced significant delays when purchasing critical project inputs.The project manager identifies that if this risk materializes it will increase the schedule by 50 percent. What should the project manager do?

• A：通知发起人,并执行管理储备
  Inform the sponsor,and execute the management reserve

• B：更新进度计划,以适应关键输入的延期
  Update the schedule to accommodate the delay of critical inputs

• C：向采购部门强调该项目的重要性
  Reinforce the importance of this project to the purchasing department

• D：分析该情况,并与团队一起制定应对策略
  Analyze the situation,and develop a response strategy with the team

75、 [单选] 相关方表示非常担心某一非集中办公团队对项目期望和指示的理解，因为有之前与该团队合作导致返工的经验，项目经理应该釆用什么样的沟通方法来解决这个问题？
Stakeholders expressed concerns about a non-co-located team’s understanding of expectations and instructions ,as previous experience with this team have resulted in rework, what communication method should the project manager implement to address this?

• A：推式沟通
  Push communication

• B：集中沟通
  Mass

• C：拉式沟通
  pull

• D：交互式沟通
  Interactive

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

77、 [单选] 在一个复杂项目中，项目经理困扰于大量文件，以及如何用最佳方法分发这些文件。项目经理应该查询下列哪一项？
During a complex project.a project manager struggles with the amount of documentation and how best to distribute it .What should the project manager consult?

• A：项目管理信息系统(PMIS)
  Project management information system(PMIS)

• B：配置管理系统
  Configuration management system

• C：项目相关方沟通需求
  Stakeholders’communication needs

• D：绩效报告和问题日志
  Performance reports and issue logs

78、 [单选] 项目进入三个月后，项目发起人通过电子邮件了解到该项目落后于进度并超出预算。若要避免这个问题，项目经理应该事先做什么？
Three months into a projects,a project sponsor learns via email that the project is behind schedule and over budget.What should the project manager have done to avoid this?

• A：经常举行质量审计
  Held frequent quality audits

• B：经常向项目发起人发送项目更新电子邮件
  Frequently emailed project updates to the sponsor

• C：与项目团队共享状态报告模板
  Shared the status report template with the project team

• D：定期与关键相关方召开项目指导委员会会议
  Held regular project steering committee meetings with key stakeholders

79、 [单选] 项目经理加入位于两个国家的矩阵项目团队中，而这两个国家具有重大的文化差异。项目经理应该做些什么来启动项目？
A Project manager joins a matrix project teams located in two countries with significant cultural differences. What should the project manager do to start the project?

• A：安排一次虚拟的项目启动会议，以介绍团队成员并确定项目范围和目标
  Schedule a virtual kick-off meeting to introduce team members and establish the project scope and goals

• B：举行一次在同一地点参加的启动会议，以培养关系并建立期望
  Hold a co-located kick-off meeting to develop relationships and establish expectations

• C：向团队成员发送电子邮件启动项目，并确定一个在同一地点举行会议的日期，以便进行需求澄清
  Email team members to kick-off the project and to define the date of a co-located meeting for requirements clarification

• D：通过分发团队章程和举行虚拟启动会议来培养动力
  Build motivation by distributing the team charters and conducting a virtual kick-off meeting

80、 [单选] 财务部门正在实施一个预算规划和预测的新系统。关于新系统如何令部门更加分散和效率低下的传言正在流传。项目经理应该如何处理这个问题？
A finance department is implementing a new system for budget planning and forecasting. Rumors are circulating about how the new system will make the department more fragmented and less efficient. How should the project manager handle this ?

• A：更新沟通管理计划，以在系统开发期间包含财务部门员工
  Update the communication management plan to include the financial department employees during system development

• B：确保组织变更在变更管理计划中得到说明，并以可接受的速度引入
  Ensure that organizational changes are addressed in the change management plan and introduced at an acceptable rate

• C：与财务部门员工一起审查变更管理计划，以确保正确记录过程变更
  Review the change management plan with the finance department employees to ensure that process changes are documented correctly

• D：向财务部门保证变更管理计划将考虑他们的担心
  Assure the finance department that the change management plan will incorporate their concerns

81、 [单选] —个项目的团队成员位于不同国家。由于团队必须审查大量信息，应该采用什么方法进行沟通？
A project’s team members are located in different countries.Since the team must review large amounts of information.what methods should be used to communicate?

• A：内部网站、知识库和经验教训数据库
  Intranet sites,knowledge repositories,and lessons learned database

• B：即时通讯和会议
  Instant messaging(IM)and meetings

• C：视频会议和电话会议
  Video conferencing and phone calls

• D：电子邮件、信件和备忘录
  Emails,letters,and memos

82、 [单选] 项目经理通过每周一次的电子邮件与相关方沟通。在接下来的委员会管理会议上，一名相关方得知项目的状态感到很惊讶，并表明其从未收到任何更新。若要在将来避免这种情况，项目经理应该怎么做？
A project manager communicates with stakeholders via weekly E-mails. At the next board management meeting, a stakeholders is surprised to learn about the project’s status and states they have not received any updates. What should the project manager do to avoid this situation in the future?

• A：查阅项目章程
  Refer to the project charter

• B：确保遵循沟通管理计划
  Ensure the communication management plan is followed

• C：邀请该相关方参加未来的项目会议
  Invite the stakeholder to future project meetings

• D：密切管理该相关方
  Manage the stakeholder closely

83、 [单选] 一项政府批准的税收变更必须在六个月内实施。项目经理应该做什么?
A government-approved taxation change must be implemented in six months,what should the project manager do?

• A：将该变更与确定的应对措施通知给所有相关方
  Inform all relevant stakeholders of the change and the identified response

• B：将该变更包含在项目成本估算中,并通知所有相关方
  Include the change in the project cost estimate,and inform all relevant stakeholders

• C：与所有相关方开会,讨论其影响
  Meet with all relevant stakeholders to discuss its impact

• D：与相关部门开会,向所有相关方传达商定的项目应对措施
  Meet with appropriate departments to communicate the agreed upon project response to all stakeholders

84、 [单选] 一个本地项目在不断扩大,现在将包括来自不同国家的相关方。为了有效管理这些全球相关方,项目经理必须调整哪些现有文件?
A local project is expanding and will now include stakeholders from different countries.what existing documentation must the project manager adjust to effectively manage these global stakeholders?

• A：组织沟通需求
  Organization communication requirements.

• B：风险登记册
  Risk register.

• C：变更控制程序
  Change control procedures.

• D：沟通管理计划
  Communication management plan.

85、 [单选] 一个大型团队正在开展一个快节奏的项目。 关键相关方直接向团队成员询问项目进度。项目经理应该做什么?
A large team is working on a fast-paced project.Key stakeholders are asking team members directly about the project progress. What should the project manager do?

• A：要求指导委员会向相关方提供更新
  Ask the steering committee to provide stakeholder with updates.

• B：向相关方定期提供正式更新
  Provide periodic formal updates to stakeholder.

• C：授权团队成员向相关方报告他们对项目详情的理解
  Empower team members to report their understanding of project details to stakeholders.

• D：确保只有项目管理办公室(PMO)向相关方提供更新
  Ensure that only the project management office(PMO)provides updates to stakeholders.

86、 [单选] 一名新的关键相关方担心项目经理没有发送有关项目进度的重要更新。若要预防这个问题,项目经理应该遵循什么?
A new key stakeholder is concerned that the project manager failed to send an important update regarding the project schedule.what should the project manager have followed to prevent this?

• A：工作绩效报告
  Work performance reports.

• B：项目沟通
  Project communications.

• C：相关方沟通需求
  Stakeholder communication requirements.

• D：沟通管理计划
  Communications management plan.

87、 [单选] 在市政厅项目会议期间,市长提出翻新该城市中央公园的建议。一些商店业主请求提供每周项目进度报告。项目经理应更新哪一项内容?
During a city hall project meeting,the mayor presents a proposal to refurbish the city`'s central park.Several store owners request weekly project progress reports. What should the project manager update?

• A：相关方参与计划
  Stakeholder engagement plan.

• B：沟通管理计划
  Communications management plan.

• C：工作说明书(SOW)
  Statement of work(SOW).

• D：项目调试计划
  Project commissioning plan.

88、 [单选] 当前项目共有10名项目相关方,而之前完成的项目只有5名相关方。当前项目增加了多少个沟通渠道?
A current project has a local of 10 stakeholders,while a previously completed project had only five,How many communication channels does the current project have?

• A：35

• B：45

• C：55

• D：10

89、 [单选] 正在准备一个大型战略项目的组织雇佣了在该领域有丰富经验的一家国际公司。该公司使用不同的语言,并有文化差异。项目经理知道沟通是项目失败的主要原因,并担心他们缺乏与外国相关方打交道的经验。 若要正确管理信息流,项目经理应该做什么?
An organization preparing for a large strategic project hires an international company with experience in this area.This company speaks a different language and has cultural differences.The project manager knows that communication is a primary reason that projects fail,and is concerned about their lack of experience with foreign stakeholders. What should the project manager do to properly manage the information flow?

• A：利用外国公司的经验与相关方进行沟通
  Leverage the experience of the foreign company to communicate with the

• B：制定沟通战略,以满足项目及其相关方的需求
  Develop a communication strategy that addresses the needs of both the

• C：遵循书面沟通的最佳实践
  Follow best practices of written communication

• D：聘请会说当地语言和外语的专业人士
  Hire professionals who speak both the local and foreign language

90、 [单选] 任命的项目经理获悉，相关方对已识别到的项目问题和风险非常担心，他们对一个多月没有收到任何沟通表示不满。 项目经理应该怎么做？
A newly appointed project manager learns that stakeholders are concerned about identified project issues and risks. They are dissatisfied that for over a month no communications have been receive 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 communications management and stakeholder management plans.

• B：更新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的信息
  Update the communications management and stakeholder management plans and provide immediate communication regarding the issues and risks to the stakeholders.

• 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的信息
  Meet with stakeholders to determine the frequency required for communications, then immediate provide them with information regarding the 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 the key stakeholders then update the communications management and stakeholder management plans.

91、 [单选] 一项任务花费的时间比预期长，经审查，项目经理确定所分配的人员不具备必要的技能。若要将项目任务拉回正轨，项目经理应该怎么做？
A task is taking longer than expected, upon review, the project manager identifies that the assigned resource does not process the necessary skills. What should the project manager do to get the task back on schedule?

• A：制定并管理一份技能不熟练人员的纠正措施计划，以获得必要的技能
  Establish and manage A corrective action plan for the unskilled resource to gain the necessary skills.

• B：分配技能熟练的人员以帮助不熟练人员获得必要的技能
  Assign a skilled resource to help the unskilled personnel acquire necessary skills

• C：与职能经理会面，请求协助培训技能不熟练的人员
  Meet with functional managers and request assistance in training unskilled personnel

• D：与职能经理一起合作，以替换该人员
  Work with the functional manager to replace this person

92、 [单选] 一位关键团队成员犯了一个严重错误，将导致项目严重延迟。按照相关方参与计划，项目经理与相关方开会讨论此问题。在会议上，项目经理应该提供什么信息？
A key team member makes a critical mistake that will result in a significant project delay.In accordance with the stakeholders engagement plan, The project manager meets with stakeholders to discuss this issue. What information should the project manager present during the meeting?

• A：团队的培训计划，以避免类似错误
  Training plan for the team to avoid similar mistakes

• B：说明防止类似问题发生的新规定
  Description of new provisions to prevent similar issue from occurring

• C：修改范围以保持项目进度计划的方案
  Options for amending the scope to maintain the project schedule

• D：根本原因分析，解释错误发生的原因
  Root cause analysis, explaining why the mistake occurred

93、 [单选] 在错过第二个项目里程碑后，项目经理进行了调查以确定原因。结果显示任务分布不均，大部分工作量由一个小组执行，主要是因为他们经验丰富且熟悉流程。若要解决这个问题，项目经理首先应该做什么？
After the second project milestone was missed, the project manager performed an investigation to determine the reason. The outcome revealed that takes were uneven distribution ,The bulk of the workload was performed by a small ground, mainly because they were experienced and familiar with the process. To address this, what should the project manager do first?

• A：要求运营和职能经理根据所需的技能和知识水平重新分配项目人员
  Ask the operational and functional managers to reassign project resource based on required levels of skill and knowledge

• B：查看工作分解结构(WBS)上的任务，并在团队成员之间更均匀地重新分配职责
  Review the tasks on the work breakdown structure (WBS) and reallocate responsibilities more evenly among team members

• C：评估每个团队成员的经验和专业知识，以确定过程改造、培训要求和指导技术，帮助缩小团队内部的知识差距
  Assess the experience and expertise of each team member to identify process improvements, training requirements, and mentoring techniques that will help close the knowledge gap within the team

• D：与相应的相关方和职能经理开会，了解项目人员配置时的初步决策，包括所使用的基本原理和标准
  Meet with appropriates stakeholders and functional managers to understand the initial decisions made when staffing the project including the rationale and criteria used

94、 [单选] 在一个时间紧迫的项目期间，项目经理注意到两名团队成员之间的冲突让项目进度停滞不前。项目经理应该做些什么来恢复工作和管理冲突？
During a project with a tight timeline, the project manager observes a conflict between two team members that is halting progress. What should the project manager do to resume work and manage the conflicts?

• A：将这两名团队成员分开以防止冲突影响项目
  Separate the team members to prevent the conflicts from impacting the project

• B：请求相关方帮助团队成员达成妥协
  Request that stakeholder help the team members reach a compromise

• C：要求双方通过分析情况来解决冲突，并与他们合作找到共同解决方案
  Ask Both parties to resolve the conflict by analyzing the situation and collaborate with them on finding a common solution

• D：指示团队成员采取一致观点并继续项目
  Direct the team members to take one point of view and proceed with the project

95、 [单选] 项目经理得知，因为未得到足够的支持，一位团队成员无法满足指定的截止日期。原计划由另一个部门的职能经理直接管理的一位人员能支持该团队成员，但因其超负荷无法完成，组织内没有其他资源可用。项目经理应该怎么做？
A project manager learn member could not meet assigned deadline because adequate support was not receive An overloaded resource, who is directly managed by a functional manager in another department was scheduled to support this team member, but was unable,no other resources are available within the organization. What should the project manager do?

• A：联系该超负荷人员的职能经理，并审查该资源日程计划
  Engage with the overloaded resource’s functional manager,and review the resource scheduling plan

• B：要求该团队成员与该超负荷人员联系，以解决该问题
  Ask the team member to engage with the overloaded resource to resolve the problem

• C：要求该超负荷人员的职能经理解决该问题
  Ask the overloaded resource’s functional manager to resolve the issue

• D：与团队开会，以解决该问题
  Meet with the team to resolve the issue

96、 [单选] 在与新组建的团队启动项目后不久，项目经理发现团队成员对意见分歧极为直言不讳。若要在团队建设过程中鼓励进展，项目经理应该怎么做？
Shortly after kicking off a project with a newly formed team, the project manager discovers that team members are extremely vocal about differences of opinion. To encourage progression through the team building process,What should the project manager do ?

• A：要求团队成员专注于完成任务
  Ask team members to focus on task completion

• B：营造一个反馈和肯定的环境，巩固支持团队的习惯
  Foster an environment of feedback and affirmation to solidify habit that support the team

• C：强调团队成员之间达成共识以尽量减少冲突的重要性
  Stress the importance of consensus among team members to minimize conflict

• D：经常审查并评团队和项目绩效
  Frequently review and evaluate team and project performance

97、 [单选] 在系统升级后，客户向支持团队抱怨他们无法使用该系统。支持团队没有从负责升级的项目团队那里接受过培训。若要解决这个问题，项目经理应该怎么做？
Following an upgrade, customer complain to the support team that they are unable to use the system. The support team failed to receive training from the project team that work on the upgrade. What should the project manager do to resolve this?

• A：查看支持团队的培训计划，并安排培训课程
  Review the training plan for the support team and schedule a training session

• B：应将问题升级上报给项目发起人，并建议项目团队接管支持职能
  Escalate the issue to the project sponsor and recommended that the project team take over the support function

• C：遵循变更管理计划，采取必要的纠正措施以满足客户的期望
  Follow the change management plan to take the corrective actions necessary to meet customer expectations

• D：与部署团队合作，安排修复升级问题
  Work with the deployment team to schedule the fixes to the upgrade

98、 [单选] 一个长期项目已经错过几个里程碑了。高级管理层与项目经理开会讨论以解决该问题,但会议引发了争论。这导致高级管理层在未经项目经理同意的情况下,聘请顾问重新制定进度计划的基准。 这描述的是哪一种冲突解决技术?
A long-term project has missed several milestones.Senior management met with the project manager to resolve the issues,but the meeting resulted in argument.The leads senior management hires consultants to re-baseline the schedule without the project manager's consent. What conflict-resolution technique does this describe?

• A：强迫/指令
  Force/direct.

• B：妥协/调解
  Compromise/reconcile.

• C：撤退/回避
  Withdraw/avoid

• D：合作/解决问题
  Collaborate/problem solve.

99、 [单选] 在项目中途,一位关键团队成员离开并被替换,项目经理应该让新资源首先查阅什么?
Midway throughout a project,a key team member leaves and is replaced.What is the first thing the project manager should have the new resource review?

• A：项目管理计划
  Project management plan.

• B：项目状态报告
  Project status report.

• C：问题日志
  Issue log.

• D：项目章程
  Project charter.

100、 [单选] 一个项目需要工程部门的专业技术知识。但是,高级工程师正在领导另一个单独项目的团队,唯一可用的资源是一位初级工程师。高级工程师受到客户的高度推崇,也受到项目经理的青睐。项目经理首先应该做什么才能让高级工程师参与这个项目?
A project requires specialized technical expertise from the engineering department.However,the senior engineer is leading a team on separate project,and the only available resource is an entry-level engineer.The senior engineer is highly regarded by the customer and the preferred by the project manager. What should the project manager do first to obtain the senior engineer's participation in this project?

• A：使用高级工程师的师资拟定工作描述,以聘请一位资质相当的高级工程师
  Develop a job description using the senior engineer's qualifications to hire a comparable senior engineer.

• B：立即要求项目发起人升级上报这项资源要求
  Immediately ask the project sponsor to escalate this resource requirement.

• C：与工程部门经理开会,讨论可让高级工程师参与的方案
  Meet with the engineering department manager to discuss options for making the senior.

• D：要求分配高级工程师,以提高客户对交付优质产品的信息
  Demand that the senior engineer is assigned to increase customer confidence in the delivery of a quality product.

101、 [单选] 项目经理与团队定期举行虚拟会议。在执行阶段,项目经理注意到两名特定团队成员经常争辩和发生分歧,这导致会议超时并让团队其他成员分心。项目经理应该做什么?
A project manager runs regular virtual meetings with the team,During the execution phase,the project manager notices that two particular team members frequently argue and disagree,which causes meeting overruns and distractions for the rest of the team.What should the project manager do?

• A：与团队成员讨论问题,如果继续存在该行为,则寻求管理层的决议
  Discuss the issue with the team members,and seek resolution from management if the behavior continues.

• B：告知这些团队成员他们的行为违反了团队章程,并将他们从团队中开除
  Advise these team members that their behavior violates the team charter,and remove them from the team.

• C：要求这些团队成员的职能经理解决这种行为
  Ask these team members' functional managers to address this behavior.

• D：认识到这是震荡阶段的一部分,并安排团队建设活动
  Recognize this as part of the storming stage,and arrange a team-building activity.

102、 [单选] 一个软件开发项目的项目章程已获批准,项目经理召集会议准备项目管理计划,项目经理得知开发团队成员对他们的角色和职责感到困惑。 若要避免这个问题,项目经理应该事先做什么?
Approval of the project charter for a software development project has been obtained and the project manager calls a meeting to prepare the project management plan.The project manager learns that the development team members are confused about their roles and responsibilities. What should the project manager have done to avoid this?

• A：审查沟通管理计划
  Reviewed the communication management plan.

• B：制定项目资源管理计划
  Developed the project resource management plan.

• C：创建一份相关方登记册
  Created a stakeholder register.

• D：分享工作分解结构(WBS)
  Shared the work breakdown structure(WBS).

103、 [单选] 一位团队成员称分配给其的任务无法在计划的一周时间内完成,但另一位团队成员却称其可以,项目经理应该做什么?
A team member claims that his assigned task cannot be completed with the scheduled one-week time frame,but another team member asserts that he can.What should the project manager do?

• A：坚持由分配到该任务的团队成员在一周内完成
  Insist that the team member assigned with this task complete it within one week.

• B：将任务完成的时间表修改为两周
  Revise the time frame for task completion to two weeks.

• C：将工作重新分配给可以按时完成任务的团队成员
  Reassign the work to the team member who can complete the task on time.

• D：让团队成员开会,就时间表达成一致意见
  Have the team member meet to agree on a time frame.

104、 [单选] 项目经理从发起人处获悉,由于一项合同要求,必须为项目使用某项特定技术,项目经理发现,一名将被要求使用这项新技术的团队成员之前没有使用过这种技术的经验,公司限制禁止雇佣任何新的团队成员。 项目经理应该做什么?
A project manager learns from the sponsor that,due to a contact requirement,a specific technology must be used for the project.The project manager discovers that one team member who will be required to use this new technology,has no previous experience working with it. What should the project manager do?

• A：参考资源管理计划,以确定是否有该团队成员可以参加的已经规划好的培训
  Refer to the resource management plan to determine if there is scheduled training in which the team member may participate.

• B：增加该团队成员的任务持续时间,并相应地调整进度计划
  Increase the team member's task duration,and adjust the schedule.

• C：修改合同以允许使用不同的技术解决方案,以便所有团队成员都感到舒适
  Revise the contract to allow for a different technology solution to be used so that all team members will feel comfortable.

• D：将所有与该技术相关的任务委派给具有该技术经验的团队成员
  Delegate all technology-related tasks to a team member who is experienced with technology.

105、 [单选] 项目团队中两名最关键的资源私下告知项目经理他们已经辞职并将在一个月内离开项目,这两位成员非常受欢迎,团队中的其他成员也向他们寻求建议和支持。 项目经理应该做什么?
Two of the most critical resource on a project team privately informs the project manager that they have resigned and will leave the project within a month.These member are very popular,and others in the team lock to the advice and support. What should the project manager do?

• A：举行团队会议,宣布这两名成员辞职并解决任何疑虑
  Conduct a team meeting to announce the resignations and address any concerns.

• B：要求团队成员不要讨论这两位成员辞职的信息,以免士气受到影响
  Ask the team members to refrain from discussing their resignations so that morale is not impacted.

• C：推迟行动,因为这两名成员仍会在团队待一个月
  Postpone action,since the two members are still on the team for another month.

• D：向所有团队成员发送一封电子邮件,告知这两名成员辞职的信息
  Send an email to all team members to inform them of the resignations.

106、 [单选] 在项目执行阶段,发现了一个缺陷,影响到一个弱矩阵组织中的两个职能团队。两个团队都不想承担修复缺陷的责任,因为他们忙于完成其他任务。项目经理应该做什么?
During a project's execution phase,a defect is identified that affects two functional teams in a weak matrix organization.Neither team wants to take responsibility for fixing the defect because they are busy with other tasks. What should the project manager do?

• A：与两位职能经理讨论此事,就修复缺陷达成一致意见
  Discuss the matter with both functional managers to obtain agreement on fixing the defect.

• B：与两个职能团队开会,就修复缺陷的责任达成一致意见
  Meet with both functional teams to obtain agreement on the responsibility for fixing the defect.

• C：将任务分配给修复缺陷更相关的团队
  Assign the task to the team for which fixing the defect is more pertinent.

• D：要求发起人澄清两位职能经理的修复责任
  Ask the sponsor to clarify the responsibility for the fix with the two functional managers.

107、 [单选] —位新团队成员加入一个项目。项目经理的纪律严明，并期待按时参加每周会议。这位新成员来自一个文化自由的组织，习惯性参加各种会议迟到，当被问到为什么迟到，该团队成员回应说他们忙于处理可交付成果，他们认为应该优先处理可交付成果。项目经理应该怎么做？
A new team member joins a project.The project manager is highly disciplined and expects timely participation in weekly meetings. The new member comes from an organization with a liberal culture and,out of habit is continually late for meetings.When asked why,the team member responds that they are busy working on deliverables,which they believe have priority.What should the project manager do?

• A：暂停该团队成员的工作并解释这种行为是不允许的
  Suspend the team member and explain that this behavior is not permitted

• B：再次与该团队成员会面，解释守时至关重要
  Meet with the team member again to explain that punctuality is crucial.

• C：忽略这种行为，因为这名团队成员正在确保工作不受影响
  Ignore the behavior,as this team member is ensuring that work is not affected,

• D：强调基本规则并影响团队，以便所有人都了解并遵守这些规则
  Highlight ground rules and influences the team so that these rules arc understood and followed by all.

108、 [单选] 项目经理拥有一个虚拟团队，资源位于三个不同的大陆。团队成员之间出现一些严重问题。项目经理应该如何重新控制局面?
A project manager has a virtual team with resources located on three different continents. Serious issues among learn members. What should the project manager do to regain control of the situation?

• A：跟踪每个团队成员的进展情况和生产力
  Track each team member's progress and productivity.

• B：审查沟通管理计划，并解决团队问题
  Review the communications management plan, and Address team issues.

• C：将问题升级上报给团队成员的直线经理
  Escalate the issues to the team member's line managers.

• D：将时间和精力投入在与团队成员进行一对一的互动
  Invest time and effort on one-on-one interactions with team members.

109、 [单选] 开发一款银行零售业务新产品的项目正在进行中，由于团队成员缺乏激励，该项目落后于进度。 项目经理应该如何激励项目团队？
A project to develop a new retail banking：product is in progress. The project has fallen behind schedule because team members do to motivate the project team? What should the project manager motivate the project team?

• A：提供认可与奖励
  Offer recognition and rewards

• B：使用教练和指导技能
  Use coaching and coaching skills

• C：授权
  Delegate the responsibilities

• D：应用创造性的问题解决方法
  Apply creative problem solving

110、 [单选] —名新成员加入团队，该团队的报告结构发生多次变更。若要快速使这位新团队成员适应，项目经理应该查阅哪一份文件？
A new member joins the team and the team's reporting structure has changed for several times. Which document should the project manager review to quickly get the new team member adapted?

• A：项目组织图
  Project Organization Chart

• B：层级资源图
  Hierarchical Resources Map

• C：责任分配矩阵(RAM)
  Responsibility Assignment Matrix (RAM)

• D：资源管理计划
  Resources Control Plan

111、 [单选] 项目需要一位熟练的工程师来执行某个特定任务，但由于工作量大，该工程师不能参与这个项目。 项目经理下一步应该怎么做？
A project requires a skilled engineer to perform a specific task.However?due to high workloads,the engineer cannot participate in the project. What should the project manager do next?

• A：修改进度计划，以适应该资源
  Modify the schedule to accommodate the resource.

• B：与职能经理协商该资源的参与
  Negotiate with the fictional manager for the resource's participation.

• C：培训项目团队中的某个成员来执行所需的活动
  Train someone on the project team to perform the needed activity.

• D：要求发起人提供更多的时间来寻找其他资源来执行任务
  Ask the sponsor for more time to find another resource to perform the task.

112、 [单选] 客户请求了一项范围变更,将影响批准的预算和进度计划,但是,客户称这项变更很小。项目经理首先应该做什么?
A customer requests a scope change that will impact the approved budget and schedule.However,the customer claims that the change is minor. What should the project manager do first?

• A：批准变更，并立即修订项目管理计划
  Approve the change and immediately revise the project management plan

• B：与客户核实请求,并执行影响分析
  Validate the request with the customer,and perform an impact analysis

• C：向客户提交该范围变更的变更请求
  Submit a change request to the customer for the scope change

• D：接受该请求,但相应地调整进度计划和预算
  Accept the request,but adjust the schedule and budget accordingly

113、 [单选] 团队成员都在执行他们熟悉的任务，而避开他们不喜欢的任务，这造成团队成员之间的冲突。项目经理应该怎么做？
Team members are performing tasks that they are familiar with while avoiding tasks they don't like, resulting in conflicts between team members. What should the project manager do?

• A：分配明确的角色和职责
  To talk to the line manager of team members

• B：与团队成员的直线经理谈话
  To talk to the line manager of team members

• C：与团队成员协商
  To negotiate with team members

• D：获得项目发起人的澄清
  To get clarification from the project sponsor

114、 [单选] 项目经理加入一个项目，但项目团队缺乏必要的技能来产生一个关键可交付成果。项目经理应该怎么做？
The project manager joins a project, but the project team lacks the necessary skills to create a key deliverable. What should the project manager do?

• A：将该可交付成果分配给一名拥有学习新技能能力的团队成员
  To assign the deliverables to a team member who is capable of learning new skills

• B：与项目发起人协商，聘请拥有必要技能的外部资源
  To negotiate with the project sponsor to hire external resources with the necessary skills

• C：终止执行项目，直到必要的资源出现
  To terminate the project execution until the necessary resources appear

• D：将培训作为项目管理计划中项目工作的组成部分
  To include training as part of the project works in the project management plan

115、 [单选] 项目经理需要从不同职能经理那里招募团队成员，查阅完资源日历后，项目经理接下来应使用什么？
Project manager needs to recruit team members from different functional managers，after review the resource calendars.What should the project manager use next?

• A：资源日历
  Resource Calendar

• B：协商
  Negotiation

• C：募集
  Recruitment

• D：技能图
  Skills Diagram

116、 [单选] 项目经理了解到，两名团队成员晋升并将离开项目。为了向新团队成员说明项目角色, 项目经理应该准备或更新什么文件？
The project manager learns that two team members are promoted and will leave the project. What documents should the project manager prepare or update in order to explain the project role to the new team members?

• A：人员配备管理计划
  Staffing Management Plan

• B：组织图
  Organization Chart

• C：项目章程
  Project Charter

• D：责任分配矩阵
  Responsibility Assignment Matrix

117、 [单选] 项目经理正在管理一个由跨职能团队执行的软件重新设计项目。该公司正在进行敏捷转型，项目管理办公室(PMO)发布了更新后的政策和程序，要求将当前项目迭代开发整合到项目管理方法中。若要确保每次迭代交付都考虑质量，项目经理应该怎么做？
A project manager is leading a software redesign project with a cross-functional team. The company is undergoing an agile transformation, and the project management office (PMO) has released updated policies and procedures that require current projects to integrated iterative development into project management approaches. What should the project manager do to ensure that quality is incorporated into each iteration of delivery?

• A：与相关方以及和项目团队合作，以确保有明确定义的“已完成”定义(DoD)
  Work with stakeholders and the project team to ensure that there is a clearly a defined definition of done(DoD)

• B：将测试和验证活动分配给具有功能背景的团队成员
  Assign testing and validation activities to team members with a functional background

• C：安排该项目最后一次迭代的所有测试活动，以便整个团队可以关注同一目标
  Schedule all testing activities for the last iteration of the project so the entire team can focus on the same goal

• D：分配专门的软件测试人员，以确保在整个项目生命周期中进行测试
  Assign a dedicated software tester to ensure that testing occurs throughout the project’s life cycle

118、 [单选] 在一个IT项目的第二个交付里程碑中执行了质量评估。由于提出了许多问题，项目经理希望了解质量趋势以及是否存在相关变量。项目经理应该使用哪一项工具？
At the second delivery milestone of an IT project. A quality assessment is Performed ,A number of issues are raised, and the project manager wants to understand the trend about quality and whether or not there are related variables. What tool or technique should the project manager use?

• A：石川图
  Ishikawa diagram

• B：散点图
  Scatter diagram

• C：帕累托图
  Pareto chart

• D：统计分析
  Statistical sampling

119、 [单选] 一个项目可交付成果已交付给客户,但未能满足质量标准,项目经理下一步应该做什么?
A project deliverable has been delivered to the client,but it falls to meet quality standards.What should the project manager do next?

• A：审查可接受的公差水平
  Review acceptable tolerance levels.

• B：调整下一个可交付成果的参数。
  Adjust the parameters for the next deliverable.

• C：对可交付成果进行补救工作
  Conduct remedial work on the deliverable.

• D：执行根本原因分析,并识别纠正方案
  Perform a root analysis,and identify a corrective solution.

120、 [单选] 一个开发软件产品的项目包含几个不同的组件。在实施项目之前,项目经理审查了从之前的类似项目中汲取的经验教训。项目经理发现,质量保证团队经常要求开发团队对未达到验证标准的产品组件进行返工。项目经理应该在项目中加入什么来防止这种情况再发生?
A project to develop a software product consists of several different components. Before implementing the project, the project manager reviews the lessons learned from previous similar projects. Project managers have found that quality assurance teams often require development teams to rework product components that do not meet validation criteria. What should the project manager put into the project to prevent this from happening again?

• A：充足的质量保证团队资源,确保质量保证任务的执行更加高效
  Adequate quality assurance team resources to ensure that the execution of quality assurance tasks is more efficient.

• B：进度计划中的充足时间,来完成所需的开发和质量保证任务
  Sufficient time in the schedule to complete the required development and quality assurance tasks.

• C：质量管理计划,包含每个组件的开发任务、验收标准和质量保证任务
  A quality management plan that incorporates development tasks,acceptance criteria,and quality assurance tasks foe each component.

• D：充足的开发团队资源,用于质量保证任务,确保以更高的质量交付产品
  Sufficient development team resource for quality assurance tasks to ensure that the product is delivered with higher quality.

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 the deliverables 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.

122、 [单选] 项目经理从团队收到一份报告,称正在创建的新组件未能符合项目规范的要求,这份报告列出了各个问题领域中不合格的多种原因,而这可能识别出问题的根本原因。团队使用的是哪一种数据表示工具或技术类型?
A project manager receives a report from the team that new widgets being created fail to meet the requirements of the project specifications .The report lists multiple causes for the non-conformance under several problem areas, which could lead to the problem's root cause. What type of data representation tool or technique did the team use?

• A：流程图
  Flowchart.

• B：直方图
  Histogram.

• C：亲和图
  Affinity diagram.

• D：石川图
  Ishikawa diagram.

123、 [单选] 一个项目相关方对某些可交付成果的质量颇有微词。项目经理认为,这些可交付成果符合项目的质量标准。项目经理应使用什么工具或技术来支持这一点?
A project stakeholder complains about the quality of deliverables.The project manager believes that these deliverables meet the project's quality standards. What tool or technique should the project manager use to support this?

• A：散点图
  Scatter diagrams.

• B：因果图
  Cause-and-effected diagrams.

• C：控制图
  Control charts.

• D：直方图
  Histograms.

124、 [单选] 在向客户移交之前,对项目可交付成果的一部分进行核实。负责质量审计的团队成员在其中一项可交付成果中找到一些有缺陷的部分,他们将其发回给装配线团队返工,这将增加成本。 这种质量成本(COQ)如何分类?
A portion of a project's deliverable are being validated point to client handover.Team members responsible for quality audits fined some defective parts in one of the items.They send them to the reworked by the assembly-line team,which will increase coats. How is this coast of quality(COQ)categorized?

• A：内部失败成本
  Internal failure coasts

• B：外部失败成本
  External failure coasts

• C：预防成本
  Prevention coasts

• D：评估成本
  Appraisal costs

125、 [单选] 由于客户休假,项目经理将已完成项目的可交付成果移交给客户方的项目经理。一个月后,财务团队通知项目经理,客户拒绝批准且未按发票付款。 若要避免这个问题,项目经理应该事先做什么?
Since the client was on leave,a project manager handed over the deliverables of a successfully completed project to the client's project manager. One month later,the accounts team informs the project manager that client approval was rejected and involves were unpaid What should the project manager have done to avoid this?

• A：获得客户代表的签字。
  Obtained sign-off from the client' s representative

• B：确保合同中注明客户付款流程
  Ensured that the contract indicated a customer payment process

• C：确保整个项目的可交付成果质量
  Ensured quality deliverables through the project

• D：将客户不在岗的问题升级上报给发起人
  Escalated the client's unavailability to the sponsor

126、 [单选] 虽然某个可交付成果已遵循质量控制过程,但客户对其质量表示不满,项目经理首先应该做什么?
Although the quality control process was followed for a deliverable,the customers express displeasure with its quality. What should the project manager do first?

• A：将该问题升级上报给合同经理
  Escalate the issue to the contract manager.

• B：继续执行该项目,因为可交付成果已通过质量控制检查
  Continue to execute the project because the deliverables have passed the quality control checks.

• C：审查内部质量控制流程
  Review the internal quality control process

• D：将可交付成果的质量与验收标准进行比较
  Compare the quality of deliverables with acceptance criteria

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 produce.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

128、 [单选] 客户识别到一个新实施产品的性能问题。项目经理应使用哪一个质量成本(COQ)类别来估算这项成本？
A customer identifies performance issues on a newly implemented product. What category of cost of quality(COQ)should the project manager have used to estimate this cost?

• A：预防成本
  Prevention costs

• B：外部失败成本
  External failure costs

• C：评估成本
  Appraisal costs

• D：内部失败成本
  Internal failure costs

129、 [单选] 项目已按时执行，项目经理现在必须确保可交付成果符合客户验收的质量标准。项目经理应使用什么工具或技术？
A project has been executed on time，and the project manager must now ensure that the deliverables conform to quality standards for customer acceptance. What tool or technique should the project manager use?

• A：控制图
  Control chart

• B：散点图
  Scatter diagram

• C：帕累托图
  Pareto diagram

• D：直方图
  Histogram

130、 [单选] 由于技术已在其他工厂运行，一个项目的用户验收测试被省略。但是，在实施后，该技术不能按预期起作用。项目经理应该怎么做？
User acceptance tests on a project have been omitted since the technology is operational at other factories.However,after implementation,the technology is not working as expected. What should the project manager do?

• A：查看缺陷报告以确定并解决问题
  Review the defect report ti identify and solve issue

• B：提交变更请求
  Submit a change request

• C：执行根本原因分析，以确定纠正措施
  Conduct a root cause analysis to identify corrective actions

• D：使用测试脚本来解决问题
  Use test scripts to resolve the issue

131、 [单选] 在生产某个新产品时，确定某个过程的两个数据点超出控制界限上限。由于这个过程是项目管理计划中其它活动的依赖，所以如果没有得到适当控制，整个项目的绩效都将会受到影响。项目经理下一步应该怎么做？
During the production of a new product, it is identified that two data points of a process are above the upper control limit. Since this process is a dependency of other activities in the project management plan, performance of the overall project could be impacted not properly controller. What should the project manager do next?

• A：将这个过程与其他类似产品的过程进行标杆对照，以提高绩效
  Benchmark this process to others of similar products to improve performance

• B：使用实验设计(DOE)方法来确定这些偏差的根本原因
  Use the design of experiments(DOE)method to identify the root cause of these deviations

• C：创建石川图来确定这些问题的根本原因
  Create an Ishikawa diagram to determine the root cause of these problems

• D：审查这一过程的强制性依赖关系，以评估对项目的影响
  Review the mandatory dependencies of this process to assess the impact on the project

132、 [单选] 在职能团队交付产品后，项目经理使用统计抽样和检查来确定产品是否达到预期需求。 这个过程的输出是什么？
After a functional team delivers the product, the project manager uses statistical sampling and inspection to determine if the product performs as expect. What is the output of this process?

• A：项目范围说明书
  Project scope statement

• B：质量测量指标
  Quality metrics

• C：核实的可交付成果
  Verified deliverables

• D：质量审计报告
  Quality audit report

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

134、 [单选] 项目经理意识到数据收集不足并且不符合质量管理计划，这种疏忽将严重影响项目的制约因素。项目经理下一步应该怎么做？
A project manager realizes that data gathering is insufficient and does not conform to the quality management plan. This oversight will seriously affect the project's constraints. What should the project manager do next?

• A：提交变更请求，以修订质量管理计划
  Submit a change request to revise the quality management plan.

• B：遵行因果分析，并将结果报告给项目发起人
  Conduct a cause-and-effect analysis, and report the results to the project sponsor.

• C：确定不合格的根本原因
  Determine the root cause of the nonconformance.

• D：通知项目发起人，并要求与相关方开会，以修订质量管理计划
  Inform the project sponsor, and request a meeting with stakeholder to revise the quality management plan.

135、 [单选] 项目经理研究报纸文章，以确定哪些团体可能影响项目。项目经理执行的是哪一个过程?
The project manager studies newspaper articles to determine which group will affect the project. Which process is the project manager performing?

• A：控制风险
  Control risk

• B：识别相关方
  Identify stakeholders

• C：控制相关方参与程度
  Control stakeholders' participation

• D：识别风险
  Identify risks

136、 [单选] 项目经理正在领导一个项目,扩建一个小镇上的制造工厂。在上次市议会会议期间，当地居民对该项目表示担忧。项目经理将当地居民添加到相关方参与计划中,项目经理接下来应该做什么?
A project manager is leading a project to expand a manufacturing plant in a small town.During the last city council meeting,local residents raised about the project.The project manager adds the local residents to the stakeholder engagement plan.What should the project manager do to address their concerns?

• A：向当地的报纸提交一份文件,解释该扩建及其对社区的好处。
  Submit an article to the local newspaper explaining the expansion and how it will benefit the community.

• B：在市议会厅外安装一个滚动屏幕以提供项目进度更新。
  Place a bulletin board outside the city hall to provide project progress updates.

• C：在下次市议会会议期间召开互动问答会议
  Hold an interactive question and answer session during the next city council meeting.

• D：使用电视和广播点让他们了解项目及其担忧的问题
  Use TV and radio spots to keep them informed about the project and their concerns.

137、 [单选] 一家公司正在进行重组，虽然并不是所有新职位都是已知的，但是组织变更情况已经传达,项目经理应该怎么做？
A company is going through a reorganization.Although not all new positions are known yet,organizational changes are already being communicate What should the project manager do?

• A：在风险管理计划中更新潜在的未来相关方变更
  Update the risk management plan with potential future stakeholder changes,

• B：在相关方登记册中更新已知的信息
  Update the stakeholder register with the information that is already available.

• C：与关键相关方的期望保持一致
  Align expectations with key stakeholders.

• D：通知所有相关方当前项目状态
  Inform all stakeholders about the current project status.

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，因为该项目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

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.

140、 [单选] 公司进行重组，导致项目团队发生变化。项目经理应该怎么做？
A company restructures, which results in changes to the project team. What should the project manager do?

• A：与新的团队成员确认商业论证
  Validate the business case with the new team members.

• B：参阅组织分解结构(OBS)
  Reference the organizational breakdown structure(OBS)

• C：执行相关方分析
  Perform a stakeholder analysis.

• D：与新的团队成员审查项目需求
  Review the project requirements with the new team members.

141、 [单选] 一位项目经理加入一个现有项目。第一天，由于可交付成果质量差，一位相关方威胁说停止该项目。 项目经理应该如何解决这个问题？
A project manager joins an existing project. In their first day , a stakeholder threatens to stop the project due to the poor quality of its deliverables. How should the project manager address this?

• A：检查组织图以了解所有相关方的角色
  Check the organizational chart to understand the role of all stakeholders.

• B：更新问题日志，并将问题升级上报给项目发起人
  Update the issue log, and escalate it to the project sponsor.

• C：查询权力/利益方格以评估相关方的职权
  Consult the power interest grid to assess the stakeholder's authority.

• D：修订沟通管理计划，将该相关方包含进质量报告中
  Revise the communications management plan to include the stakeholder in quality reporting.

142、 [单选] 在执行相关方分析时，项目经理识别出两个关键项目相关方之间的负面关系，其中一个相关方正在为项目提供资金。另一个相关方是用户端-客户，他希望包含出资相关方拒绝考虑的其他功能。 项目经理应该如何处理相关方的关系？
While performing the stakeholder analysis, the project manager identifies negative relationships between two key stakeholders, one of which is funding the project. Another relevant party is the client-client, who wants to include other functions that the relevant party refuses to consider. How should the project manager handle stakeholder relationships?

• A：只解决提供项目资金的相关方目标
  Exclusively address the goals of the stakeholder providing project funding.

• B：只解决用户端-客户的目标
  Solely address the goal of the client-client.

• C：在平等基础上对待所有相关方并进行沟通以克服冲突
  Address all stakeholders on an equal footing and communicate to overcome conflicts.

• D：战略上只解决问题较少相关方的问题，并避免冲突
  Strategically address only the problems of less relevant parties and avoid conflicts.

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

144、 [单选] 一个关键的项目决策需要所有相关方的支持。项目经理现在得知之前未识别到一名关键相关方。 项目经理应该做什么来防止这个问题成为项目进展和成功的障碍？
A key project decision requires the support of all stakeholders. The project manager now learns that one key stakeholder was not previously identified. What should the project manager do to prevent this from being an obstacle to the project's progress and success?

• A：审查相关方登记册
  Review the stakeholder register.

• B：与项目发起人会面
  Meet with the project sponsor.

• C：更新相关方参与评估矩阵
  Update the stakeholder engagement assessment matrix.

• D：定期及时审查沟通策略
  Conduct regular and timely reviews of the communication strategy.

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

146、 [单选] 团队根据原型评审会上的客户反馈意见实施了一项变更，一位关键相关方现在担心项目可交付成果不符合验收标准。 项目经理应该如何防止再次发生这种情况？
A team implemented a change based on client feedback from the prototype review. A key stakeholder is now concerned that a project deliverable fails to meet the acceptance criteria. What should the project manager do to prevent this from reoccurring?

• A：检查工作分解结构（WBS）以确定哪些相关方的可交付成果受到影响
  Check the work breakdown structure ( WBS ) to identify which stakeholder’s deliverable is being impact

• B：评审相关方参与过程并利用相关信息更新相关方参与计划
  Review the stakeholder engagement process and update the stakeholder engagement plan with relevant information.

• C：与发起人讨论制定相关方参与计划的相关事宜
  Have a discussion with the sponsor about developing the stakeholder engagement plan.

• D：使用一个来自以前类似项目的相关方参与过程
  Use the stakeholder engagement process from a similar, previous project.

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

148、 [单选] 一个项目有五名主要发起人，其中三名常常向项目经理质疑项目的状态。项目经理应如何确保获取所有发起人的持续支持？
A project has five main sponsors,three of whom often challenge the project manager on the project’s status.What should the project manager do to ensure continuous support from all sponsors?

• A：将该问题记录在问题日志中
  Document this in the issue log.

• B：将该问题上报给项目管理办公室(PM0)主管
  Escalate the issue to the project management office(PMO) director.

• C：与发起人开会，以了解他们的期望
  Meet with the sponsors to understand their expectations.

• D：与团队开会，以设定期望
  Meet with the team to set expectations.

149、 [单选] 项目发起人要求立即对具有明确任务的新项目进行估算。项目经理认为这个项目与另一个最近完成的项目类似。项目经理应该使用什么来确定估算？
A project sponsor requests immediate estimates for a new project with well-defined tasks.The project manager determines that this project is similar to another recently completed project.What should the project manager use to determine the estimates?

• A：储备分析和成本汇总
  Reserve analysis and cost aggregation

• B：专家判断和成本估算
  Expert judgment and cost estimating

• C：资金平衡和储备分析
  Funding reconciliation and reserve analysis

• D：类比估算和成本汇总
  Analogous estimating and cost aggregation

150、 [单选] 最新项目报告显示进度绩效指数(SPI)为1.1，成本绩效指数(CPI)为0.9。项目经理应该怎么做？
The latest project report shows a schedule performance index(SPI)of 1.1 and a cost performance index (CPI)of 0.9.What should the project manager do?

• A：对进度计划赶工，让项目回到正轨
  Crash the schedule to put the project back on track.

• B：确定成本偏差的原因，并选择纠正措施
  Determine the cause of the cost variance and choose a corrective action.

• C：识别机会，减少项目范围
  Identify opportunities to reduce the project scope.

• D：继续监控成本和进度
  Continue to monitor cost and schedule.

151、 [单选] 项目发起人要求项目经理确保在预算范围内交付产品，项目经理应使用什么技术？
A project sponsor ask a project manager to ensure that a product is delivered within budget. What technique should the project manager use?

• A：成本效益分析
  cost-benefit analysis

• B：预防成本
  Prevention costs

• C：面向X的设计
  Design for X

• D：统计抽样
  Statistical sampling

152、 [单选] 在预算批准过程中，项目经理进行了一些初步估算，包括范围和潜在的风险储备。在提交预算以供批准后，要求项目经理提交更准确的预算。项目经理下一步应该怎么做？
During the budget approval process, the project manager makes some initial estimations that include scope and potential risk reserves. After submitting the budget for approval,the project manager is asked to submit one that is more accurate. What should the project manager do next?

• A：进行自下而上估算并提供新的预算
  Run a bottom up Estimate and provide A new budget

• B：执行成本效益分析以支持当前的预算估算
  Perform a cost-benefit analysis to support the current budget estimations

• C：进行自上而下的估算并提供新的预算
  Conduct a top-down estimates and provide new budget

• D：审查估算的合理性，以确保其准确和最新
  Review the rationalization of the estimates to ensure that they are accurate and current

153、 [单选] 在趋势分析过程中，项目经理得出结论，项目绩效已经恶化。这个结论是基于什么信息得出的？
During the trend analysis,the project manager concluded that the project performance has deteriorate. On What information is this conclusion based?

• A：挣值分析(EVA)
  Earned value analysis (EVA)

• B：完工估算(EAC)
  Estimate at Completion (EAC)

• C：质量成本(COQ)
  Cost of Quality (COQ)

• D：计划价值(PV)
  Planned value (PV)

154、 [单选] 项目经理正在为刚刚进入第三次迭代的项目使用混合方法。完工预算(BAC)为500,000美元，已经完成100个故事点中的50个，每个故事点价值5,000美元，项目实际成本(AC)为400,000美元。管理层要求在下一次指导委员会会议上提交成本状态报告。项目经理应该使用什么来提交该报告？
A project manager is using a hybrid approach for a project that has just entered its third iteration. The budget at completion (BAC) is $500,000 and 50 story points out of 100 have been complete Each story point is worth $5,000 and the actual cost (AC) of the project is $400,000. Management requests that a cost status report be presented of the next steering committee meeting. What should the project manager use to present this?

• A：信息发射源
  Information radiator

• B：S曲线
  S curve

• C：燃尽图
  Bum-down chart

• D：燃起图
  Bum-up chart

155、 [单选] 项目团队正通过估算每个工作包来制定项目预算。团队使用过往项目的统计值和历史数据。这使用的是什么估算工具或技术？
A project team is developing a project budget by estimating each work package.The team uses statistical values and historical data from past projects. What estimating tool or technique is being used?

• A：储备分析
  Reserve analysis

• B：类比估算
  Analogous estimating

• C：专家判断
  Expert judgment

• D：参数估算
  Parametric estimating

156、 [单选] 供应商建议项目经理,为了满足要求的规格,需要更换特定材料。为确保成本基准不受影响,项目经理应该审查下列哪一项?
A supplier activates the project manager that,to meet the requested specifications,replacement of a specific material is required,What should the project manager to ensure that the cost baseline is unaffected?

• A：管理储备
  Management reserve.

• B：应急储备
  Contingency reserve.

• C：成本预测
  Cost forecast.

• D：挣值(EV)分析
  Earned value(EV)analysis.

157、 [单选] 项目经理正在监督一个不可避免、不可控制、也无法转移的严重风险,由于这个风险需要额外的资金,项目经理应该做什么?
A project manager is overseeing a serious risk that is neither avoidable,controllable,nor transferable.Since this risk requires extra funding,what should the project manager do?

• A：执行定性风险分析
  Perform a qualitative risk analysis.

• B：将该风险升级上报给一个外部方
  Escalate the risk to an external party.

• C：减轻风险
  Mitigate the risk.

• D：使用应急储备
  Use the contingency reserve.

158、 [单选] 项目经理正在努力识别一个大型项目的完整范围。项目经理应该审查什么？
A project manager is struggling to identify the complete scope of a large project. What should the project manager review?

• A：项目进度计划
  Project schedule

• B：工作分解结构(WBS)和排列活动顺序
  Work breakdown structure (WBS) and sequence activities

• C：网络图
  Network diagram

• D：项目章程和需求文档
  Project charter and requirements documentation

159、 [单选] 一名工程师正在从事一个设施升级项目。在项目可交付成果目的说明会上，承包商询问了多个工程师无法回答的问题。会议结束后，工程师让承包商根据他们自已对可交付成果的理解提交建议书。若要获得更为明确的可交付成果愿景，项目经理应事先完成哪一项？
An engineer is conducting a facility upgrade project. During a meeting to explain the intent of the deliverable, contractors ask multiple questions that the engineer is unable to answer. At the end of the meeting, the engineer asks the contractors to submit proposals based on their own understanding of the deliverable. What should the project manager have completed to obtain a clearer vision of the deliverable?

• A：工作分解结构(WBS)
  Work breakdown structure(WBS)

• B：项目管理计划
  Project management plan

• C：项目范围
  Project scope

• D：项目章程
  Project charter

160、 [单选] 项目经理应使用什么工具来向客户证明最终产品需求满足业务需求？
What tool should the project manager use to demonstrate to the customer that the final product meets the business needs?

• A：工作分解结构
  Work breakdown structure

• B：项目范围说明书
  Project scope statement

• C：需求跟踪矩阵
  Requirements tractability matrix

• D：项目管理计划
  Project management plan

161、 [单选] 创建工作分解结构（WBS）时，项目经理必须分解一项名为“招标”的任务。项目经理使用什么来进一步细分任务？
While creating a work breakdown structure (WBS), a project manager must decompose a task titled “solicit bids.”What can the project manager use to further subdivide the task?

• A：石川图
  Ishikawa diagram

• B：关键链法(CCM)
  Critical chain method (CCM)

• C：专家判断
  Expert judgment

• D：类比估算
  Analogous estimating

162、 [单选] 项目经理已经在一个项目上工作了三个月，该项目是关于在公司的网站上发布了一个新功能，然而，一位关键相关方感到不满，因为可交付成果未能满足他们的期望。 项目经理应该参考什么文件？
A project manager has been working for three months on a project to launch a new functionality in a company’s website.However,a key stakeholder is dissatisfied because the deliverable fails to meet their expectations. What document should the project manager consult?

• A：范围管理计划
  Scope management plan

• B：项目范围说明书
  Project scope statement

• C：需求跟踪矩阵
  Requirements tractability matrix

• D：需求文件
  Requirements documentation

163、 [单选] 项目经理了解到，一名团队成员变更客户需求以提供更高价值，并且实施这一变更的工作已经开始，项目经理应该怎么做？
A project manager learns that a learn member changed a customer requirement to provide higher value and that work to implement this change has already started.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：指示该团队成员立即修改工作，满足客户的原始需要
  Direct the team member to immediately revise their work to meet the customer’s original requirement.

• C：指示该团队成员停止对变更的工作，直到收到变更控制委员会(CCB)的批准
  Instruct the team member to stop working on the change until receipt of change control board(CCB)approval.

• D：批准该变更，并将其记录在变更日志中
  Approve the change and document it in the change log.

164、 [单选] 一个大型项目正处于收尾阶段，客户拒绝签署同意项目可交付成果，提及之前从未讨论过的需求，项目经理要求与客户开会，以讨论该问题。在会议之前应该查阅下列哪一项？
A large project is in its closure phase, The client refuses to sign off on project deliverables, cititing requirements that were not previously discussed, The project manager requests a meeting with the client to discuss the issue. What should be consulted prior to this meeting?

• A：工作绩效数据
  Work performance data

• B：验收标准
  Acceptance criteria

• C：经验教训储存库
  Lessons learned repository

• D：需求跟踪矩阵
  Requirements traceability matrix

165、 [单选] 一个组织变更管理项目包含来自不同部门的相关方，项目经理与所有相关方访谈，以收集项目需求，但有些需求似乎不切实际并且超出范围。项目经理应该怎么做？
An organizational change management project includes stakeholders from various departments, and the project manager interviews all stakeholders to collect project requirements, but some appear to be unrealistic and out of scope. What should a project manager do?

• A：记录需要澄清和分析的所有需求
  Document all requirements to be clarified and analyzed

• B：从需求文件中排除低层级需求
  Exclude the low-level requirements from the requirements document

• C：将所有需求包含进工作说明书(SOW)中
  included all requirements in the statement of work (SOW)

• D：更新相关方登记册以包含这些需求
  Update the stakeholders register to include the requirements

166、 [单选] 在项目执行期间，项目发起人通知项目经理，现金流制约因素已经导致原始预算资金不可用。项目发起人修改资金可用性，并要求项目经理继续执行已减少活动的项目。项目经理首先应该做什么？
During project execution,a project sponsor informs the project manager that cash flow constraints have caused the originally budgeted funds to become unavailable.The project sponsor revises fund availability and asks the project manager to continue the project with reduced activities.What should the project manager do first?

• A：生成变更请求
  Generate a change request.

• B：更新项目管理计划
  Update to project management plan.

• C：更新工作分解结构(WBS)
  (WBS)Update the work breakdown structures (WBS).

• D：接受请求并继续执行项目
  Accept the request and continue the project.

167、 [单选] 在项目执行两年后，项目经理确信项目范围将按照承诺交付，项目团队按计划工作，所有问题都得到迅速解决，在完成日期前两个月，首席执行官命令执行一项范围变更，项目经理应该怎么做？
Two years after the project was implemented,the project manager is confident that the scope will be delivered as promised,The team is working as planned, and all issues are resolved quickly. Two months before the completion date, the CEO orders a change in scope. What should the project manager do?

• A：因为会对进度和预算产生负面影响，建议首席执行官重新考虑该范围变更
  Suggest that the CEO reconsider the scope change due to negative impact on schedule and budget

• B：向首席执行官询问该范围变更的原因，讨论潜在影响，然后采取适当的措施
  Ask the CEO about the reasons for the scope change, discuss the potential impact, and then take appropriate steps

• C：告知首席执行官，必须通过适当的渠道进行该范围变更
  Inform the CEO that the scope change must be done through the proper channels

• D：向前推进并按要求记录该范围变更
  Move forward and document the scope change as required

168、 [单选] 在执行一个新产品开发项目期间，一位关键相关方要求添加一项功能，项目经理下一步应该怎么做？
During the execution of a new product development project, a key stakeholder requests the addition of a feature. What should the project manager do next?

• A：分析该变更的影响
  Analyze the impact of the change

• B：更新变更日志
  Update the change log

• C：拒绝该变更
  Reject the change

• D：寻求项目发起人的批准
  seek the sponsor’s approval

169、 [单选] 一家公司计划改进其计算机系统，为其用户提供增值功能。项目经理需要从位于全球各地的大量员工那里收集需求，并且需要快速周转。项目经理应该怎么做？
A company plans to revamp its computer system to provide value-added features for its clients.The Project managers needs to collect requirements from a large number of staff members located globally,and a quick turnaround is required, What should the project manager do?

• A：要求所有相关方参与虚拟研讨会
  Invite all stakeholders to a virtual workshop

• B：与选中的客户一起召开现场研讨会
  Organize on-site workshop with selected clients

• C：向海外员工分发问卷调查
  Distribute questionnaires and surveys to overseas staff

• D：确保收集需求符合时间限制
  Ensure that collecting requirements will meet the time constraints

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

171、 [单选] 在项目章程获得批准,实施新的会计制度之后，项目经理试图了解会计部门的结构和流程。项目经理下一步应该创建什么？
Following project charter approval to implement a new accounting system.the project manager tries to understand the accounting department’s structure and processes.What should the project manager create next?

• A：项目基准
  Project baseline

• B：范围管理计划
  Scope management plan

• C：商业案例
  Business case

• D：项目范围说明书
  Project scope statement

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

173、 [单选] 项目经理从项目团队和供应商处收到一连串电子邮件,争论最近收到的一个可交付成果。项目团队认为该可交付成果未能满足特定需求,但供应商却坚持他们不知道这个需求。项目经理首先应该查阅哪份文件?
A project manager receives a chain of e-mails from the project team and vendor,arguing about a recently received deliverable.The project team believes that the deliverable fails to meet a specific requirement,but the vendor maintains they are unaware of this requirement.To what should the project manager first refer?

• A：需求管理计划
  Requirements management plan.

• B：工作分解结构(WBS)
  Work Breakdown structure(WBS).

• C：沟通管理计划
  Communication management plan.

• D：工作说明书(SOW)
  Statement of works(SOW).

174、 [单选] 一份设备报价邀请书(RFQ)在报纸上公布了。一些供应商要求举行投标前会议,一些供应商询问有关设备类型的问题,还有一家供应商提交的报价远低于公司估算的价格。若要避免这个问题,项目经理应该事先做什么?
A request for quotation(RFQ) for equipment is published in a newspaper.Some vendors request pre-bid conferences,some ask questions about the type of equipment,and one vendor submits a quote much lower than the company estimate.What should the project manager have done to avoid this?

• A：要求有更多此设备经验的供应商
  Requested vendors with more experience with this equipment.

• B：延长提交报价的时间
  Extended the time to submit quotations.

• C：遵循采购管理计划
  Followed the procurement management plan.

• D：将所有详情包含进工作说明书(SOW)中
  Included all details in the procurement statement of work(SOW).

175、 [单选] 在项目规划期间,项目经理希望将尽可能多的成本超支风险转移给供应商。项目经理应使用哪一个合同类型?
During the project planning,the project manager wants to transfer as many cost overrun risks as possible to the supplier.What type of contract should the project manager use?

• A：固定总价(FFP)
  Firm fixed price(FFP).

• B：总价加经济价格调整(FPEPA)
  Fixed price with economic price adjustment(FPEPA).

• C：成本加激励费用(CPIF)
  Cost plus incentive fee(CPIF).

• D：成本加固定费用(CPFF)
  Cost plus fixed fee(CPFF).

176、 [单选] 一个项目需要进行在一个新国家销售产品的可行性研究,项目经理应该使用什么合同类型?
A project requires that a feasibility study be conducted for the sale of products in a new country. What type of contract should the project manager use?

• A：成本加奖励费用合同(CPAF)
  Cost plus award fee(CPAF).

• B：成本加激励费用合同(CPIF)
  Cost plus incentive fee(CPIF).

• C：工料合同(T&M)
  Time and material(T&M).

• D：总价加经济价格调整合同(FP-EPA)
  Fixed price with economic price adjustment(FP-EPA).

177、 [单选] 一个IT项目的客户坚持使用来自某个地区供应商的许可软件,在项目开始之前,合同中定义了不同的供应商和原产国。项目经理应该做什么?
The client for an IT project insists on using licensed software from a vendor from a certain region.A different vendor and country of origin were defined in the contract prior to the project's start. What should the project manager do?

• A：与客户分享合同协议
  Share the contract agreement with the client.

• B：通知客户已经采购该软件
  Inform the client that the software was already purchase

• C：从采购团队获得该地区的软件供应商清单
  Obtain a list of software vendors from that region from the procurement team.

• D：提出一项变更请求,以符合客户的偏好
  Initiate a change request to comply with the client's preference.

178、 [单选] 收到供应商建议书后，项目经理应使用什么来确保最低报价在当前市场范围内？
After receiving vendor proposals, what should a project manager use to ensure that the lowest price is within the current market range?

• A：独立估算
  Independent estimates

• B：建议书评价技术
  Proposal evaluation techniques

• C：专家判断
  Expert judgment

• D：分析技术
  Analytical techniques

179、 [单选] 在组织企业资源规划(ERP)系统中实施税务相关变更的一个项目正在进行中。在验收测试期间，财务组用户担心发票没有数字签名，财务组的主管坚持认为这种情况必须得到解决。但是，实施合作伙伴认为，这一需求未包含在工作说明书（SOW）中。 项目经理应该怎么做？
A project to implement tax-related changes in the organization of an enterprise resource planning (ERP) system is underway, during the acceptance test, the Finance team users were concerned that the invoice was not digitally signed and the head of the Finance Group insisted that this situation must be resolve However, implementation partners believe that this requirement is not included in the Statement of Work (SOW). What should the project manager do?

• A：根据工作说明书的需求完成项目
  Complete the project according to the SOW requirements.

• B：要求实施合作伙伴在不增加成本的情况下包含数字签名需求
  Ask the implementation partners to include the digital signature requirement at no additional cost.

• C：与相关方一起审查工作说明书，并在适当的情况下提出变更请求
  Review the statement of work with the relevant parties and request a change if appropriate.

• D：询问财务组的主管为什么没有在项目规划期间沟通这项需求
  Ask the head of the finance team why4he requirements were not communicated during project planning.

180、 [单选] 在一个项目的结束阶段，项目经理和供应商对所交付的工作是否符合要求存在冲突。若要解决这个问题，项目经理应该查阅哪一份文件？
At a project ending phase , the project manager and a vendor are confiscate about whether the work delivered meets requirements. What should the project manager reference to resolve this ?

• A：项目章程
  Project Charter

• B：建议邀请书(RFP)
  Request for proposal（RFP）

• C：工作说明书(SOW)
  Statement of work

• D：工作分解结构(WBS)
  Work breakdown structure（WBS）

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

182、 [单选] 在监督项目进度的同时，项目经理发现第一阶段里程碑将超过进度计划的期限并延续到第二阶段开始。但是，在达到第一阶段里程碑并提交其结果之前，无法开始第二阶段，若要满足第一阶段的时间表并交付预期的结果，项目经理应该怎么做？
While monitoring the project schedule, the project manager realizes that the phase one milestone will exceed the schedule deadline and run over into the start of phase two, However, phase two cannot start until the phase one milestone is reached and its results presented,What should the project manager do to meet phase one’s timeline and deliver the expected results?

• A：与项目团队进行头脑风暴并审查几个假设情景
  Brainstorm with the project team and review several what-if scenarios

• B：使用项目日历来计算有限的资源和项目的不确定性
  Use the project calendar to calculate for limited resources and project uncertainties

• C：制定关键路径，以确定完成第一阶段的最长时间
  Develop the critical path to Identify the longest time for completing phase one

• D：考虑快速跟进第一阶段，尽管这会增加风险
  Consider fast tracking phase one. although it would increases the risk

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

184、 [单选] 任务B依赖于任务A，而任务A延迟了。任务B的资源可用性有限，必须按时开始任务B。项目经理应该如何重新安排进度计划以确保最终期限保持不变？
Task B is dependent upon task A,which is delayed,resources for task B have limited availability and must begin task B on time. What should the project manager do to replan the schedule so that the deadline is unchanged?

• A：快速跟进任务B并立即开始工作
  Fast track task B and immediately begin work

• B：对任务A赶工，并在计划的时候开始任务
  Crash task A and start task B at the planned time

• C：重新计划任务B的开始日期，让其可以在A任务完成后开始
  Replan task B’s start date，so it begins after the completion of task A

• D：快速跟进任务A并移动任务B的开始日期
  Fast track task A and move task B’s start date

185、 [单选] 要求在某个特定日期提供某个产品。项目经理测量了项目绩效，并意识到关键路径活动没有实现预期进展，因此，进度计划将被延迟。项目经理应该怎么做？
A product is required on a specific date. The project manager measures project performance and realizes that the critical path activities are not progressing as expected, As a result, the schedule will be delaye What should the project manager do?

• A：执行资源平滑并评估潜在的免费资源是否会提高这些活动的绩效
  Performing resource smoothing and evaluate if potential free resources will improve performance on these activities?

• B：向职能经理提交变更请求以添加更多资源
  Submit a change request to the functional manager to add more resources

• C：在项目章程中包含储备，以确保涵盖此风险并创建应急计划
  Include reserves in the project charter to ensure that this risk is covered and contingency plans are created

• D：要求项目发起人实施应急计划
  Ask the project sponsor to implement the contingency plan

186、 [单选] 一家公司必须实施一项产品来解决监管问题。项目经理必须让来自几个国家的不同团队参与进来，并使他们与承诺的里程碑保持一致。项目发起人要求项目经理在本周创建并分发项目进度计划。项目经理应该怎么做？
A company must implement a product to resolve regulatory issues. The Project managers must involve different teams from several countries and align them with the committed milestones. The sponsor asks the project manager to create and circulate the project schedule this week. What should the project manager do?

• A：根据所需的里程碑创建进度计划并发布
  Create the schedule based on the required milestones and publish it

• B：要求团队提供意见，并根据团队可用性创建进度计划
  Request input from the teams and create the schedule based on their availability

• C：获得团队的估算，并使用进度计划工具来调整和满足里程碑
  Obtain the estimates from the teams and use the scheduling tools to adjust and meet milestones

• D：使用暂定日期分发活动清单和相应属性
  Circulate the list of activities and respective attributes with tentative dates

187、 [单选] 在将项目投入生产之前，一名新项目经理加入团队，项目经理了解到运营问题妨碍任务按时完成。 项目经理应该审查哪个过程？
Prior to moving a project into production,a new project manager joins the team.The project manager learns that operational issues prevented tasks from being completed on time. what process should the project manager review?

• A：控制风险
  Control Risks

• B：控制范围
  Control Scope

• C：控制质量
  Control Quality

• D：控制进度
  Control Schedule

188、 [单选] 项目团队在交付产品增量时遇到困难，项目经理安排一次回顾总结会议以找出差错。谁应该参加这次会议？
A project team is experiencing difficulties in delivering product increments.The project manager schedules a retrospective to identify gaps. Who should attend this meeting?

• A：指导委员会成员
  Steering committee members

• B：所有直接参与项目生产进度工作的成员
  All members directly involved in producing progress work fir the project

• C：项目管理办公室(PMO)的负责人和项目经理
  The head of the project management office (PMO)and the project manager

• D：参与该项目的每个团队的团队领导
  The team leaders of each team involved in the project

189、 [单选] 一个项目收到项目发起人对范围、预算和进度计划的批准。若要确保项目相关方都能获得通知并参加，项目经理应该怎么做？
A project receives approval from the project sponsor for scope, budget, and schedule. What should the project manager do to ensure that project stakeholders are notified and participate?

• A：将项目计划发送给项目相关方进行反馈
  Send project plans to project stakeholders for feedback

• B：与项目相关方开会，一起审查项目管理计划
  Meeting with project stakeholders to review project management plans

• C：所有相关方一起召开项目启动大会
  All relevant parties hold a project kick-off meeting together

• D：要求项目发起人与所有项目相关方沟通并获得他们的同意
  Require project sponsors to communicate with all project stakeholders and obtain their consent

190、 [单选] 一个相关方认为最近一个项目可交付成果没有实现，若要获得该相关方的批准，项目经理应该怎么做？
A stakeholder believes that a recent project’s deliverables were not achieve.What should the project manager do to gain this stakeholder’s approval?

• A：分析该相关方的需求和期望并审查项目范围
  Analyze this stakeholder’s needs and expectations and review the project scope.

• B：与该相关方一起审查项目章程
  Review the project charter with this stakeholder.

• C：与该相关方一起审查质量管理计划
  Examine the quality management plan with this stakeholder.

• D：获得该相关方的新需求并执行风险分析
  Obtain the stakeholder's new requirements and perform a risk analysis.

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

192、 [单选] 项目经理负责管理一个项目，该项目旨在推出一项新服务，项目经理得知，技术部门对于使用已提供的培训来操作这项服务感到不自信。项目经理首先应该怎么做？
A project manager is working on a project to launch a new service. The project manager realizes that the technical department does not feel confident about operating the service the training they have been given.What should the project manager do firs

• A：完成一项变更控制要求并将该问题纳入经验教训中
  Complete a change control requirement and include the lessons learned

• B：建议团队与指定的相关方一起审查验收标准
  Advise the team to review the acceptance criteria with the assigned stakeholders

• C：将可交付成果转移给对操作这项服务更有信心的另一团队
  Transfer the deliverables to another team who ice Is more confident in operating the service

• D：停止项目以确认操作员对接受的培训感到满意
  Stop the project to verify that the operators fed comfortable with the training received

193、 [单选] 在施工阶段,一座城市的高端基础设施项目隧道部分遇到排水问题,项目团队正处于寻找解决方案的过程。更新问题日志之后,项目经理应该做什么?
During the construction phase, the tunnel part of a city's high-end infrastructure project encountered drainage problems, and the project team was in the process of finding a solution. What should the project manager do after updating the issue log?

• A：请求预算补贴和延长进度计划
  Request a budget allowance and schedule extension

• B：与指导委员会沟通该问题,并提供定期进度更新,直至解决为止
  Communicate the issue to the steering committee,and periodic progress updates until it is resolve

• C：尽快解决问题,以避免进度计划延迟
  fixing the problem to avoid a schedule delay as soon as possible

• D：聘请一位外部顾问,就如何高效和经济有效地解决问题提供专家意见
  Employ an external consultant to provide an expert opinion on how to efficiently and cost-effectively resolve the problem

194、 [单选] 你是敏捷项目的经理。你发现有一个关键相关方是团队的主要干扰人。他频繁地从团队中获取项目状况信息，提供建议，并有时也会变更需求。对此，你应该做什么?
You are the Manager of an Agile project. You find that a particular stakeholder is proving to be a major distraction to the team. He frequently calls the team to ask for status, get information, provide suggestions and sometimes to request changes. What should you do about this?

• A：升级问题并禁止他进入团队中来
  Escalate the issue and keep the stakeholder off-limits

• B：邀请利益相关者参与适当的规划或审查会议，要求他提供自已的观点
  Invite the stakeholder to the appropriate planning or review meetings and request him to bring up his views at those meetings

• C：倾听利益相关者的陈述，但忽略他的建议
  Listen to the stakeholder, but ignore his suggestions

• D：直接告诉利益相关者在迭代周期中不要打扰团队
  Tell the stakeholder directly not to disturb the team during the iteration

195、 [单选] 一个制作新产品的大型敏捷项目已经启动几个团队正在同时开展新功能和增强功能方面的工作。项目经理面临严重的扩展挑战,以确保不同功能的创建与协作,若要解决这种情况,项目经理应该做什么？
A large-scale agile project has been kicked off to build a new project. Several teams are working simultaneously on new and enhanced features. The project manager faces major scaling challenges to ensure that the different features are created and work in harmony. What should the project manager do to address this?

• A：通过大量协作工作进行交付
  Deliver through a large sprint of collaborative work.

• B：使用相同的团队进行开发、集成和测试
  Use the same team foe development, integration, and testing.

• C：将工作划分为多个版本
  Drive the work across multiple releases.

• D：执行充分的前期规划以管理依赖关系
  Perform sufficient up-front planning to manage interdependence.

196、 [单选] 在几次迭代后，一名敏捷项目管理者注意到类似问题连续两次发生，并影响团队的执行效率，敏捷项目管理者应该怎么做？
After several iterations, one agile project manager notices that similar problems happen for two consecutive times and affect the efficiency of team implementation, how should agile project manager do?

• A：将问题上报给项目经理
  Report the problems to project manager

• B：增加正在执行的工作，提高效率
  Add the work under implementation to improve efficiency

• C：要求团队成员重新审阅需求
  Require that team members should re-review the demands

• D：在迭代回顾会议上解决该问题
  Solve the problem on iteration retrospective meeting

197、 [单选] 产品经理建议进行设计变更,以便与竞争产品相比时增加产品价值。这些变更将会让公司受益,但涉及额外的活动。项目经理应该做什么?
A product manager suggests design changes to add product value when compared with competitive products.These changes will benefit the company,but involve extra activities. What should the project manager do?

• A：将这些变更更新到范围说明书中
  Update the scope statement with the changes.

• B：向变更控制委员会(CCB)提交一份变更请求
  Submit a change request to the change control board(CCB).

• C：将变更添加至工作分解结构(WBS)
  Add the changes to the work breakdown structure(WBS).

• D：增加预算,以包容这些变更
  Increase the budget to accommodate the changes.

198、 [单选] 一家咨询公司的负责人启动一个项目来扩大公司提供的服务数量，这家公司具有竞争优势、出色的企业知识以及卓越的声誉,高管团队担心增加新服务可能给业务结果带来负面影响。若要评估负面业务结果的可能性和影响，项目经理应该使用什么？
The owner of a consulting company initiates a project to the expand the number of services the company provides.The executive team is concerned about the potential for negative business outcomes associated with adding new services.To evaluate the probability and impact of negative business outcomes,what should the project manager use?

• A：因果图
  Cause-and-affect diagram

• B：预测
  Forecasting

• C：制定决策
  Make decisions

• D：风险评估矩阵
  Risk assessment matrix

199、 [单选] 一个项目的延迟交付，且需要进行变更才能获得理想的可交付成果质量级别，项目经理签发正式的变更请求，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的期望。项目经理应该怎么做？
A Project is delayed and a change is needed to obtain the desired quality level of the deliverables.The project manager issue a formal change request and communication the change to all stakeholders.The project manager then learned that this communications approach failed to meet the expectations of the stakeholders. What should the project manager do?

• A：审查沟通管理计划和相关方参与计划
  Review the communication management and stakeholder engagement plan

• B：签发变更请求，在项目管理计划中包含相关方的期望
  Issue a change request and include the expectations of the stakeholders 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 the project sponsor to better understand stakeholder’s expectations

• D：遵循沟通管理计划，并签发一份状态报告
  Follow the communications management plan,and issue a status report

200、 [单选] 在处理一项重要项目可交付成果的工作时,一名团队成员通知项目经理,先前项目中使用的一项变更将节省时间并降低成本。项目经理下一步应该做什么?
While working on an important project deliverable,a team member informs the project manager that applying a change used in a previous project will save time and reduce costs. What should the project manager do next?

• A：向相关方解释该变更
  Explain the change to stakeholders

• B：与团队开会,以描述该变更
  Meet with the team to describe the change

• C：立即实施该变更
  Implement the change immediately

• D：准备变更请求以获得批准
  Prepare a change request for approval