单选题（每题1分，共200道题）
1、[单选]一个项目连续错过交付日期，项目团队评估完该情况后，项目经理意识到团队绩效差的原因在于团队成员对于自己的职责缺乏清晰认识。项目经理首先应该关注哪一项？
A project has consistently missed the delivery dates. After assessing the situation with the project manager realizes the poor performance is due to a lack of charity for team member’s responsibilities? What should the project manager focus on first?
A：创建RACI图
Create a RACI chart
B：巩固领导团队的角色
Consolidate the role of the leadership
C：协商获得具有更高技能的新团队成员
Negotiation for new team member with stronger skills
D：使用奖励和强制权利激励成员
Use reward and coercive power to motivate the team
正确答案：A 你的答案：A
解析：项目管理计划组件包括（但不限于）资源管理计划。资源管理计划为 如何管理和最终遣散项目团队资源提供指南。责任分配矩阵，如果团队是由内部和外部人员组成，RACI 矩阵对明确划分角色和期望特别有用。
2、[单选]作为一个财务问题的结果，卖方 A 将延迟一项关键产品。项目经理识别到另一个卖方，可以提供类似产品。项目经理下一步该怎么做？
As a result of a financial problem, seller A will delay a key product. The project manager identified another seller who could provide similar products. What should the project manager do next?
A：向变更控制委员会提交一项变更请求
Submit a change request to the change control board
B：与潜在卖方召开投标人会议
Hold bidders meeting with potential sellers
C：审查商业论证，确定投资回报
Review business justification and determine return on investment.
D：向采购部门提交一份变更请求
Submit a change request to the purchasing department
正确答案：A 你的答案：A
解析：替换供应商需要走变更流程，重大变更需要向 CCB 提交变更请求。
3、[单选]签约公司未达到质量标准，并且可交付成果频繁延迟. 项目经理发现，现有合同条款无法确保卖方提高绩效. 为避免卖方的低绩效，项目经理本应采取何种行动？
A contracted firm is not meeting quality standards and the deliverables are frequently late. The project manager discovers there are no existing contract terms that could ensure a better. What should have been done by the project manager to prevent the seller’s low performance?
A：让项目经理团队执行影响分析
Have the project manager’s team do an impact analysis
B：实施绩效审查
Conduct procurement performance reviews
C：实施风险再评估
Conduct a risk reassessment
D：参与合同的详细拟定
Be involved during the contract elaboration
正确答案：B 你的答案：B
解析：参见PMBOK第6版 中 12.3.2.3 ，考点：绩效审查。
4、[单选]项目经理说：“我现在不能处理这件事。此时，该项目经理用的何种冲突解决技巧？
What conflict resolution technique is a project manager using when he says, I cannot deal with this issue now!
A：解决问题
Problem solving
B：强迫
Forcing
C：撤退
Withdrawal
D：妥协
Compromising
正确答案：C 你的答案：C
解析：9.5.2.1， 撤退/回避：从实际或潜在冲突中退出
5、[单选]在定义活动过程中，一团队成员开始讨论一个项目经理从来没有听过的活动。此时项目经理应该怎么做？
During the Define Activities process, a team member begins to discuss activities that the project manager has never heard discussed. What should the project manager do?
A：确保团队成员理解并将这些活动包含在活动清单里了
Make sure he has a good understanding of the activities and include the activities in the activity list
B：询问团队成员需要完成这些活动的原因
Ask the team member to explain why such an activity would be needed to complete the work package
C：确认所有团队成员都认同这些活动
Make sure the entire team agrees that the activities should be done
D：评估变更的影响
Evaluate the impact of the change
正确答案：B 你的答案：B
解析：指南-6.2定义活动，识别和记录为完成项目可交付成果而须采取的具体行动的过程。本过程的主要作用是，将工作包分解为进度活动，作为对项目工作进行进度估算、规划、执行、监督和控制的基础，本过程需要在整个项目期间开展。
6、[单选]在某建设工程项目的地基开挖过程中，对于因气候原因造成的进度拖后风险，项目经理采取了风险接受的策略。由于在施工期间下特大雨，工程不得不停工3天。项目经理应该怎么做？
During the foundation excavation of a construction project, the project manager adopts risk acceptance strategy for the delay risk caused by climate reasons. Due to the extremely heavy rain during the construction period, the project has to be suspended for 3 days.
A：使用应急储备
To use emergency reserves
B：把项目工期延长3天
To extend the project duration by 3 days
C：要求保险公司赔偿
To make a claim to the insurer
D：与团队成员开会讨论处理方案
To meet and discuss with team members for handling solutions
正确答案：A 你的答案：A
解析：PMBOK（6）P443-11.5.2.4规划风险应对-威胁应对策略-接受。主动接受策略是建立应急储备。根据题意：项目经理采用了接受风险策略，主动接受风险包括做好应急储备，因此当风险来临时，使用应急储备即可，B、D是应急储备的一种情况C是转移，不是接受。
7、[单选]在进行自制或购买决策后，你们公司决定对药品研究项目的管理工作进行外包。因为你们公司对项目管理是外行，不能完全了解合同所规定的管理服务范围。因此，最好是签订：
After conducting a make-or-buy analysis and reviewing its results, your company decided to award a contract for project management services on a pharmaceutical research project. Because your company is new to project management and does not understand the full scope of services that may be needed under the contact, it is most appropriate to award a
A：固定总价合同
Firm Fixed price contracts
B：总价加激励费用合同
Fixed price incentive Fee contracts
C：成本加固定费用合同
Cost plus fixed Fee contracts
D：工料合同
Time-and-materials contract
正确答案：D 你的答案：D
解析：PMBOK第6版 中 12.1.1.6
8、[单选]你在管理一个项目，该项目开发一种以大豆为原料，不含乳糖，富含镁的高营养饮料。该产品针对的是 50 岁以上的用户。你最近听说你的客户将你们的项目进度报告称为 “汉莫拉比法典 ，因为它们看起来是用象形文字书写的，只有埃及人才能读懂。这种情况可以通过以下哪种方法避免：
You are managing a project to develop a soy-based, lactose-free, magnesium-rich nutritional drink for the “over 50 market. You have recently heard that the client calls your progress reports the “Code of Hammurabi because they seem to be written in hieroglyphics and are completely indecipherable to all but an Egyptologist. This situation could have been avoided by
A：在项目开始的时候就通知客户报告将采用的形式
Informing the client at the start of the project of the types of reports they will receive
B：运用风险管理技术识别来自客户方面的风险
Using risk management techniques to identify client issues
C：雇佣一名专业报告撰写人员准备标准化的报告
Hiring an expert report writer to prepare standard reports
D：进行沟通计划
Engaging in communications planning
正确答案：D 你的答案：D
解析：PMBOK第6版 中 10.1.3.1 规划沟通管理-输出-沟通管理计划
9、[单选]项目经理被任命管理一个开发项目。在测试过程中，发起人决定变更产品的其中一个主要功能。项目经理将会使用下列哪一项来涵盖这个开发成本？
A project manager is assigned to a development project. During testing, the sponsor decides to change one of the product’s main functions. The project manager will cover the cost of this development using which of the following？
A：管理储备
Management reserve
B：应急储备
Contingency reserve
C：成本储备
Cost reserve
D：约束条件储备
Constraints reserve
正确答案：A 你的答案：A
解析：根据题意，产品的主要功能发生了变更，项目范围一定发生了变化，基准也一定改变了，需要动用管理储备。参见7.2.2.6,考点：储备分析。
10、[单选]你是一个商业写字楼建设项目的项目经理。你知道政府部门发布的相关建筑法规、消防法规等，都是你开展质量管理工作的重要依据。你必须保证项目质量计划符合相关法规的要求。这些法规将产生什么作用？
You are the project manager in charge of a commercial office building project. You understand that the applicable building code and fire regulations issued by the government authorities are the important basis for you to conduct quality management. You must ensure that the project quality plan meets the requirements under applicable regulations. What effect will these regulations have?
A：是规划质量管理过程的输入
is the input to the planning quality management process
B：有助于进行质量管理革新
contribute to quality management upgrading
C：会导致项目质量成本的上升
will lead to an increase in project quality cost
D：有助于楼房建设质量的优化
contribute to improved quality of building construction
正确答案：A 你的答案：A
解析：PMBOK（6）P280-8.1.1.4规划质量管理-事业环境因素。政府部门发布的相关建筑法规、消防法规等都是质量管理的事业环境因素。
11、[单选]在开发一个新产品时，耐久性测试是关键路径上的一项重要活动。然而，测试设施被一个优先级较高的项目占用，且占用时间比原计划长。项目经理接下来应该怎么做？
In the development of a new project the endurance testing is an important activity on the critical path. However, the last facility is occupied by a higher project. Which is taking longer than initially planned. What should the project manager do text?
A：为延迟的项目开展根本原因分析
Perform a root cause analysis for the delayed project
B：审查风险登记册中的适当响应
Review the risk register for the appropriate response
C：将延期情况通知项目相关方
Inform the project stakeholders about the delay
D：将问题上报给高级管理层
Escalate the issue to senior management
正确答案：B 你的答案：B
解析：项目经理应该事先考虑此项重要风险。风险登记册中的应有相应的应对计划，因此在风险发生时要做审查风险登记册的应对计划。 选项A：延迟原因已明确，多此一举。选项C和D：项目经理应该努力解决问题，而不是直接通知项目相关方。
12、[单选]在一个公路施工项中，最近出现了返工的情况，导致项目经理非常担心项目的不一致性成本。项目经理来寻求你的帮助。你能给他的最好的建议是？
In a road construction project, the rework that happened lately makes the project manager very concerned about the inconsistency cost of no-conformance. The project manager turns to you for help. What is the best advice you can offer?
A：重新进行规划质量管理过程
To re-plan the quality management process
B：加强质量控制
To strengthen the quality control
C：开展质量审计
To perform quality audit
D：开展标杆对照
To carry out benchmarking control
正确答案：C 你的答案：C
解析：PMBOK（6）P294-8.2.2.5管理质量-审计。质量审计有助于采取后续措施纠正问题，可以降低质量成本，并提高发起人或客户对项目产品的接受度。开展预防工作，进行管理质量，进行质量审计
13、[单选]廉价的进口商品已经严重影响公司的业务。公司组建一支项目团队,开发新产品方案,希望在目前的$1亿营业收入基础上有所提高。项目团队起草了两套产品方案：产品A有40%的可能性将收入提高到$1.5亿,但有 30%可能性因保证索赔使收入会降低至$6000万.还有30%可能性对收入无影响。 产品B有50%的可能性将收入提高到$1.3亿,但有 20%可能性因保证索赔和诉讼使收入会降低至$8000万.还有30%的可能性收入将保持不变。
A company’s business has been seriously impacted due to cheaper imports. The company creates a project team to explore new product options to increase the revenue from the current value of $100 million. The project team drafts two product options:Produce A has a 40%chance of increasing revenue to $150 million and a 30% chance of reducing revenue to $60 million due to warranty claims. It also has a 30% chance that there will be no impact on revenue. Product B has a 50%chance of increasing revenue to $130 million and 20% chance of reducing revenue to $80 million due to warranty claims and litigation. There is a 30% chance that revenue will remain the same. Which produce provides the best EMV?
A：方案A, EMV为$1.08亿
Option A with EMV of $108 million
B：方案B, EMV为$1.11亿
Option B with EMV of $111 million
C：方案A, EMV为$1.11亿
Option A with EMV of $111 million
D：方案B, EMV为$1.08亿
Option B with EMV of $108 million
正确答案：B 你的答案：B
解析：参见 PMBOK第6版 中 11.4.2.5决策树分析方案 A：EMV=40%*1.5+30%*0.6+30%*1=$1.08亿,方案 B：EMV=50%*1.3+20%*0.8+30%*1=$1.11亿
14、[单选]在编制人力资源计划时，项目经理发现来自职能部门的一名成员需要经过3天的培训，才能具备某种特定的技能，来完成某个特定的工作包。由于专业的限制，项目团队中没有其他人可以替代该成员。项目经理应该怎么做？
When preparing the HR plan, the project manager finds that a member from a functional department master a particular skill only after receiving three-day training to complete a specific work package. Due to limitation of profession, no other in the project team can replace this member. Then, what should the project manager do?
A：在项目进度计划中增加3天时间
To add extra 3 days in the project schedule
B：要求他利用业余时间完成这3天的培训
To request him to complete the 3-day training in his spare time
C：把该培训作为项目工作之一，加入项目计划中，并进行风险分析
To take the training as one of the project tasks, to participate in the project plan, and to perform risk analysis
D：要求用一个不需培训的成员来替换该成员
To require a member who doesn't need to receive this training to replace the member
正确答案：C 你的答案：C
解析：PMBOK（6）P342-9.4.2.6建设团队-培训。旨在提高项目团队成员能力的全部活动。
15、[单选]项目执行阶段，发现一个子团队没有为约定的项目目标工作。项目经理应该查阅哪份文件？
During the project execution phase, it is discovered that a sub-team is not working toward agreed-upon project goals. What document should the project manager consult?
A：项目管理计划
Project management plan
B：资源分解结构（RBS）
Resource breakdown structure (RBS)
C：项目章程
Project charter
D：资源管理计划
Resource management plan
正确答案：D 你的答案：D
解析：资源管理计划中包含的责任分配矩阵（项目组织图中的一种）是用来显示分配给每个工作包的项目资源的表格。它显示工作包或活动与项目团队成员之间的关系。矩阵图能反映与每个人相关的所有活动，以及与每项活动相关的所有人员。它也可确保任何一项任务都只有一个人负责，从而避免职责不清。
16、[单选]项目经理加入一个已经在进行当中的项目。质量审计报告显示，由一个供应商提供的一些材料在材料检查员没有出具批准文件的情况下，获得付款批准。项目经理得知检察员口头表达了批准意见，然后再提供批准文件。 哪一份计划可以帮助项目经理评估这种批准方式是否符合项目管理计划？
The project manager participates in a project under construction The quality audit report indicates that some materials provided by a supplier has been approved for payment without obtaining an approval paper issued by the material inspector. The project manager is told that the inspector has orally approved, then he provided the approval documents. Which of the following plans can help the project manager assess whether this approval method is in consistent with project management plan?
A：需求管理计划
Requests Management Plan
B：相关方参与计划
Stakeholders Participation Plan
C：沟通管理计划
Communication Management Plan
D：质量管理计划
Quality Management Plan
正确答案：D 你的答案：D
解析：PMBOK（6）P286-8.1.3.1规划质量管理-质量管理计划。描述如何实施适用的政策、程序和指南以实现质量目标。质量管理计划中规定了材料检查情况，应遵照执行。
17、[单选]由于国文化差异，一个跨国项目的相关方未能批准项目管理计划，为减轻这个问题应该事先做什么？
Because of national cultural differences, stakeholders of a transnational project failed to approve the project management plan. What should be done in advance to alleviate this problem?
A：审查问题更新日志，以反映项目管理计划可能不会获得批准
Review the issue update log to reflect that the project management plan may not be approved
B：要求相关方提前反馈
Ask stakeholders to give feedback in advance
C：更新相关方登记册并了解相关方需求
Update stakeholder register and pay attention to stakeholder needs
D：用一种通用的沟通语言培训团队
Use a common communication language to train the team
正确答案：C 你的答案：C
解析：PMBOK（6）P507-13.1识别相关方。定期识别项目相关方，分析和记录他们的利益、参与度、相互依赖性、影响力和对项目成功的潜在影响。
18、[单选]项目经理成功地将空调采购从 A 供应商转向 B 供应商。新产品检验完毕，并交付了所有项目可交付成果。项目经理下一步应该怎么做？
The project manager successfully transitions the procurement of air conditioners from supplier A to supplier B, New product verification is complete, and all project deliverables are met.What is next step for the project manager?
A：将所有权移交采购部，以便再次订购
Transfer ownership to the purchasing department to place future orders
B：向供应商 B 授予成本加激励费用采购合同
Award a cost-plus-incentive-fee procurement contract to supplier B
C：作出自制或外购决定
Conduct a make-versus-buy decision
D：审查采购工作说明书
Review the procurement statement of work
正确答案：A 你的答案：A
解析：指南-4.7.3.4 组织过程资产更新，采购结束后选取的供应商作为过程资产的一部分加以更新。
19、[单选]对于一个具有战略意义的重要客户资源，项目经理在确认矩阵组织中资源可用性时，发现某个关键资源已调往一个内部项目，项目经理首先应该采取何种行动？
For a strategically important customer resource, when the project manager identifies a resource availability in a matrix organization, it discovers that a key resource has been redeployed to an internal project, and what action should the project manager take first?
A：与项目赞助人协商推迟项目
Negotiate and postpone projects with project sponsors
B：要求项目管理办公室将资源重新调回项目
Request the project management Office to reassign resources to the project
C：更新风险登记簿
Update the Risk register
D：与职能经理协商将资源重新调回项目
Negotiate resources back to project with functional manager
正确答案：D 你的答案：D
解析：根据题意，关键资源已经被调往一个内部其他项目，项目经理应使用谈判这个组建项目团队的工具与职能经理谈判来获得这个关键资源。
20、[单选]项目经理应该使用什么方法来准确收集项目需求，并从多个不同国家的项目相关方获得反馈？
What method should the project manager use to accurately collect project requirement and feedback from stakeholder located in several countries?
A：问卷调查
Questionnaires and surveys
B：焦点小组
Focus groups
C：引导式研讨会
Facilitate workshops
D：访谈
Interview
正确答案：A 你的答案：A
解析：指南-5.2.2.2数据收集-问卷调查，是数据收集技术的一种，非常适用于以下情况：受众多样化，需要快速完成调查，受访者地理位置分散，并且适合开展统计分析。
21、[单选]一位团队成员通知项目经理，实际系统速度和计划系统速度之间存在偏差，项目经理感到很惊讶，因为在项目规划阶段未确定这一绩效测量标准，项目经理然后评估是否需要应对这一偏差。 在评估期间，项目经理处于哪一个阶段？
A team member informs the project manager that there is an inconsistency between the actual system speed and the planned system speed. The project manager feels astonished because this performance measure has not yet been determined during the project planning phase, then he assesses whether it is necessary to handle such inconsistency. Which stage is the project manager in during the assessment?
A：规划阶段
Planning phase
B：收尾阶段
Conclusion phase
C：控制阶段
Control phase
D：执行阶段
Execution phase
正确答案：C 你的答案：C
解析：PMBOK（6)P613-第二部分项目管理标准-监控过程组。跟踪、审查和调整项目进展与绩效，识别必要的计划变更并启动响应变更的一组过程。收集项目绩效数据、计算绩效指标，并报告和发布绩效信息，是比较实际绩效与计划绩效，分析偏差，评估趋势以改进过程，评价可选方案，并建议必要的纠正措施。 根据题意：之前没有确定系统速度这个指标，现在这个指标出现了偏差，评估这个偏差是否需要应对，即这个偏差如何解决，显然属于监控过程组，题干不是确定这个测量指标，而是确定这个偏差是否需要应对！
22、[单选]项目交付日期前两天，项目发起人希望核实是否所有可交付成果均满足业务目标以及在项目生命周期过程中是否已应用所有变更。项目经理从开始就知道文档齐全。项目经理应该向项目发起人提供什么文件？
Two days before a project’s delivery date. The project sponsor wants to verify that all deliverable meet the business objectives, and that all the changes were applied throughout the project life cycle. The project manager knows that the project has been well documented from the beginning. What should the project manager provide to sponsor?
A：项目管理计划的所有版本
All versions of the project management plan
B：需求跟踪矩阵
Requirement traceability matrix
C：项目范围说明书
Project scope statement
D：项目章程副本
copy of the project charter
正确答案：B 你的答案：B
解析：指南-5.5.1.2项目文件-需求跟踪矩阵（5.2.3.2），把产品需求从其来源连接到能满足需求的可交付成果的一种表格。使用需求跟踪矩阵，可以把每个需求与业务目标或项目目标联系起来，有助于确保每个需求都具有商业价值。
23、[单选]一位之前未识别到的相关方报告说，他们的职能领域受到很大影响，但没有持续通知他们关键项目的状态，项目经理首先应该做什么？
A stakeholder who failed to identify the issue previously reports that their functional areas are greatly affected, but does not keep them informed of the status of key projects. What should the project manager do in the first place?
A：审查项目的沟通方法
To examine the means of communication regarding this project
B：检查并更新相关方登记册
To check and update the register of stakeholders
C：立即和该相关方开会确认
To immediately hold a meeting with such stakeholder for confirmation
D：审查并更新沟通管理计划
To examine and update the communication management plan
正确答案：B 你的答案：B
解析：PMBOK（6）P530-13.4监督相关方参与。监督项目相关方关系，通过修订参与策略和计划来引导相关方合理参与项目。该过程输出更新的相关方登记册，记录从监督相关方参与中得到的信息。
24、[单选]项目发起人指示项目经理立即开始一个工期非常紧迫的关键项目，项目经理首先应该怎么做？
The project sponsor instructs the project manager to immediately kick-off a key project on very tight schedule. What should the project manager do in the first place?
A：与所有部门一起开会，以获得他们的认同与支持
To hold a meeting with all departments concerned to seek their approval and support
B：询问发起人该项目得如何获得资金支持
To ask the sponsor how this project gets financial support
C：收集初始需求以创建项目章程
To collect initial requirements to generate the project charter
D：起草项目进度计划以确定截止期限是否可行
To draft the project schedule to ascertain if the deadline will be met
正确答案：C 你的答案：C
解析：PMBOK（6）P75-4.1制定项目章程。项目章程是编写一份正式批准项目并授权项目经理在项目活动中使用组织资源的文件。对于一个新项目，首先应制定项目章程并获得批准。
25、[单选]你正在管理一个为期7个月的项目，并且建立和严格执行了项目计划。在工作了5个半月后，这个项目既符合进度又在预算内，但是项目发起人对可交付成果不满意这一情况会导致项目完工延误。防止这种情况的最重要的过程是？
You are now managing a project with the duration of 7 months and have created and strictly executed the project plan. After five and a half months, the project is on schedule and budget, but the project sponsor's dissatisfaction with the deliverables may cause a delay: what is the most important process to prevent this case?
A：控制风险
To control risk
B：监控项目工作
To monitor project work
C：收集需求和定义范围
To collect requests and to define the scope
D：实施整体变更控制
To perform the integrated change control
正确答案：C 你的答案：C
解析：PMBOK（6）P565-第二部分-规划过程中。明确全部范围、定义和优化目标，并为实现目标制定行动方案。防止相关方不满意最好的办法是事先做好规划，不是事后监控。选项ABD都是监控过程。根据题意：项目目标都符合要求，但发起人不满意，四个选项中只有C收集需求过程涉及相关方的不同需求，防止发起人不满意可以通过规划的收集需求、了解需求得到缓解。
26、[单选]某项目需要制造和安装一种设备。该设备已经在国外的工厂完成制造工作。按照原定计划，设备将于两周内运抵现场，用于安装。根据最近出现的一些情况，项目经理认为设备可能不能按期运抵现场。此时应该怎么做？
One project needs to manufacture and install an equipment. This equipment has been manufactured in a foreign factory. According to the established plan, the equipment is expected to arrive at the project site within two weeks and will be installed there. According to what happened lately, the project manager considers that the equipment may not arrive at the site on schedule. What should he do right now?
A：立即将这个问题和推迟情况通知客户
To inform the client of this issue and delay immediately
B：确定这一事件对项目成本和进度的影响
To ascertain the impact of this event on project cost and progress
C：使用风险储备从当地购买设备，以便按时开始安装
To use risk reserves to purchase the equipment from local manufacturer, in order to start installation on schedule
D：召开团队会议，制订变通方案
To hold a team meeting and to work out a workaround plan
正确答案：B 你的答案：B
解析：PMBOK（6）P457-11.7.2.3监督风险-会议。在风险审查中，识别处新的单个项目风险，重新评估当前风险，关闭已过时风险，讨论风险发生所引发的问题，总结可用于当前项目后续阶段或未来类似项目的经验教训。
27、[单选]项目落后于进度。项目团队发现，通过应用一个替代方法，他们可以加快关键路径上的一个项目可交付成果。然而，这将增加项目成本。项目经理应该怎么做？
A project is behind schedule. The project team discovers that, by applying an alternate method, they may be able to expedite a project deliverable on the critical path. However, it will increase the project’s cost. What should the project manager do?
A：增加额外的项目资源
.Add additional project resources
B：对所有方法开展预期货币价值分析（EMV）
Conduct expected monetary value (EMV) analyses on all methods
C：获得替代方法的批准
Obtain approval for the alternate method
D：将增加的成本更新到项目预算中
Update the project budget with the increased cost
正确答案：C 你的答案：C
解析：采取纠正措施需要提变更申请
28、[单选]你向项目出资人提供了项目的成本估算，他对估算不满意，因为他认为价格太高了。他要你削减项目估算的15%，你该怎么做？
You provide a project cost estimate to the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut 15 percent off the project estimate. What should you do?
A：启动该项目，并不断的节约成本
Start the project and constantly look for cost savings
B：告诉所有团队成员削减其估算的15%
Tell all the team members to cut 15 percent from their estimates
C：告诉出资人要削减的活动
Inform the sponsor of the activities to be cut
D：加入工资率低的额外资源
Add additional resources with low hourly rates
正确答案：C 你的答案：C
解析：本题满是不正确的项目管理行为的选项。如果你选了错误参考答案，再看看选项，看看你漏了什么。不管是什么，它在真题中不只出现过一次。为了回答该题，你必须先认识到对于项目经理来说，仅仅让整个团队削减估算永远是不对的（选项B）。项目经理应已用实际工作包编制了不包含padding的估算。然后，如果必须降低成本，项目经理可以降低质量、降低风险、削减规模或者使用便宜的资源（同时密切关注变更对于项目进度计划的影响）。项目经理能做的最糟的事是在知道项目的时间或成本不现实时启动一个项目。所以，选项A不对。注意选项D建议增加额外的资源，那会增加成本。选项C包含评估、寻找替代品，然后告诉出资人削减成本的影响。
29、[单选]项目经理发现一个不可预料的高影响风险已经成为项目的一个因素，团队成员之间的自身利益导致问题得不到解决，项目经理必须快速行动，让团队重新集中精力，以便项目恢复进度，项目经理应该使用下列哪一项技术来解决问题？
The project manager discovers an unpredictable high-impact risk has become a factor in the project. Self-interest among team members is keeping the issue from being reached. The project manager must act quickly to refocus the team and get the project on tack. which of following techniques should the project manager use to resolve the issue？
A：妥协
Compromise
B：合作
Collaborate
C：强迫
Force
D：包容
Accommodate
正确答案：C 你的答案：C
解析：所属知识领域：项目资源管理。所属过程组：执行过程组。在管理项目团队时，使用冲突管理工具，因为题干描述了项目经理需要在紧急情况下快速做出决定，强迫是以目标为导向，快速行动并解决冲突，不关注人际关系，容易造成团队内部关系紧张。所以参考答案 C。考点：冲突解决方法。出处：9.5.2.1。
30、[单选]一家公司将更换使用了10年、不再符合市场需求基于旧平台的集成系统。在项目规划期间，管理人员将一个更灵活的价格结构作为关键需求。高级管理人员还未决定如何满足这项需求，但是同意该需求的战略正确性。在项目执行期间，价格结构的变更将要求频繁的返工和重新测试。下列哪项项目计划元素能够系统的解决这些问题？
A company will be replacing its integrated systems after 10 years of service from a legacy platform that on longer meets market needs. During project planning, managers identify a more flexible pricing structure as a key requirement. Senior managers have not yet decided how to meet this requirement but agree it is strategically correct. During project execution, changes in the pricing structure will require frequent rework and retesting. Which of the following is an element of the project plan that addresses this in a systemic way?
A：项目变更需要获得高级管理人员批准的质量政策
A quality policy requiring project changes to be approved by senior managers
B：能够从新需求中识别风险的风险应对计划
A risk response plan that would identify risks from new requirements
C：实施价格结构变更的人员增加计划
A staff augmentation plan to implement pricing structure changes
D：具有详细实施需求的范围说明书
A scope statement with detailed requirements for implementation
正确答案：D 你的答案：D
解析：指南-5.3.3.1项目范围说明书，明确产品验收标准，明确可交付成果等，代表了项目相关方之间就项目范围所达成的共识，并为评价变更请求提供基准。
31、[单选]在高科技产品开发中，为了保证产品成功，在产品最终定型之前，通常要进行大量的测试工作。这种做法被认为是高科技产品开发项目风险管理的有效方法，尽管增加测试会增加项目成本。这属于哪种风险应对策略?
In the development of hi-tech products, to ensure that the product is commercially successful, a number of tests is usually carried out before the final type approval. This practice is believed to be an effective instrument for the risk management of hi-tech product development project, even though more tests means higher project cost. Which kind of risk response strategy does this belong to?
A：风险接受
Risk acceptance
B：风险转移
Risk transfer
C：风险规避
Risk avoidance
D：风险缓解
Risk mitigation
正确答案：D 你的答案：D
解析：PMBOK（6）P443-11.5.2.4规划风险应对-威胁应对策略-减轻。减轻措施包括采用较简单的流程，进行更多次测试，选用更可靠的卖方，还可能涉及原型开发，在一个系统中加入冗余部件等，可以减轻风险。
32、[单选]在什么时候通过增加剩余项目的预算（利用业绩表现修正的）达到当前实际的计算EAC的方法最经常使用？
The method of calculating the EAC by adding the remaining project budget (modified by a performance factor) to the actual to date is used most often when the
A：在偏离被视为非典型的偏离的时候
Current variances are viewed as atypical ones
B：由于条件发生变化，初始的估计假定不再可信的时候
Original estimating assumptions are no longer reliable because conditions have changed
C：当前的偏离被视为未来偏离的代表的时候
Current variances are viewed as typical of future variances
D：初始的估计假定被认为存在根本性缺陷的时候
Original estimating assumptions are considered to be fundamentally flawed
正确答案：C 你的答案：C
解析：7.4.2.2使用CPI计算EAC。 在计算 EAC 值时，经常会使用累计 CPI 和累计 SPI 值。假设以当前 CPI 完成 ETC 工作。这种方法假设项目将按截至目前的情况继续进行，即 ETC工作将按项目截至目前的累计成本绩效指数（CPI）实施
33、[单选]项目经理把发起人的指示函件通过电子邮件转发给了异地的团队成员，该团队成员收到该邮件后及时发送了邮件回执，并开始采取行动。然而项目经理到项目上去检查时，对项目团队成员的工作非常不满意，坚持说他曲解了邮件的内容。这可能是沟通中哪个环节出了问题？
The project manager has forwarded the instructions issued from the sponsor to a team member in other place by email. Upon the receipt of the email, the team member sends the receipt and takes action. But when the project manager inspects the project site, he is very dissatisfied with the work and insists that such member has misunderstood the email. Which part of the communication may cause this problem?
A：项目经理编码错误
Project manager makes a coding error
B：不应该采取电子邮件来传递信息
He shouldn't have transmitted the information by email
C：缺乏信息反馈
Lack of information feedback
D：没有及时告知收到信息
Failure of promptly notifying that such information has been already received
正确答案：C 你的答案：C
解析：PMBOK（6）P373-10.1.2.4规划沟通管理-沟通模型。作为沟通过程的一部分，发送方负责信息的传递，确保信息的清晰性和完整性，并确认信息已被正确理解；接受方负责确保完整地接收信息，正确地理解信息，并需要告知已收到或做出适当地回应。
34、[单选]你收到客户通知，他们公司对于你们产品的设计标准有点问题将会影响到整个系统。如果这真的发生了将会对你的项目产生大麻烦。客户一个星期之后来与你讨论你的团队能否在这方面返工。过去与这位客户都是非正式的交流，而这次他要一个正式的会议。你将如何准备这个会议？
Your client informs you that his company has a problem with the current design specification of your product and how it will interface to existing systems． If this occurs, it could be a major problem for your project． The client is coming to your office in one week to discuss the problem to see what your team can do to overcome the setback． All previous meeting ware informal with this client, but this time he wants a formal meeting． What should you do to prepare for this meeting?
A：更新进度计划并且采取一个被动的角色，因为客户没有告诉你这个潜在问题的细节是什么
Update the schedule and assume an inactive role since the client has not given you the specifics of the potential problem
B：确认你的团队已经提高了生产率，让客户看到你们是多么的有效率
Make sure that the team has increased productivity so the client can see how efficient you team is performing
C：通知团队成员让他们准备一份讨论议题
Assemble the team and ask them to prepare an agenda for topics to discuss
D：明确每一个成员有他们准备任何议题及所需计划的任务
Make sure that each team members have their assignments in preparation for any topics and needed plans
正确答案：D 你的答案：D
解析：项目计划是由项目团队成员编写，由项目经理提交发布，项目经理首先是整合者。
35、[单选]一个项目需要内部资源和外部资源。外部资源通过一份标准采购计划活动。在一场飓风袭击供应商所在地，他们无法满足可交付成果要求的时间期限。哪一个合同将澄清供应商未能满足该合同条款的财务解决方式？
A project requires internal and external resources. External resources are acquired by a standard procurement plan. After a hurricane strikes the contracted supplier’s place, they can no longer meet the required delivery timeline. Which clause will clarify the financial resolution for the supplier’s failure in the following contract terms?
A：不可抗力退款
force majeure clause
B：激励条款
incentive clause
C：补偿条款
reimbursement clause
D：仲裁条款
arbitration clause
正确答案：A 你的答案：A
解析：所属过程组：执行、监控过程组。所属知识领域：项目采购管理。解析：合同中有关于不可抗力免责的条款。
36、[单选]在项目施工阶段，供应商处发生火灾，导致原材料的供应延迟了一周，项目经理已识别到延迟的风险并包含在计划当中，发生这个事件之后，项目经理首先应该怎么做？
During the project's construction phase, a supplier has a fire and the supply of raw material is delayed by a week, The project manager identified the risk of a delay and inclued it in the plan .After the occurrence of the event, what should the project manager do first?
A：执行风险响应计划
Carry out risk response planning
B：由于材料延误，要求项目延期
Ask for an extension of the project due to delay
C：更新项目基准
Update the project baseline
D：更新风险登记册
Update the risk register
正确答案：A 你的答案：A
解析：所属知识领域：项目风险管理。所属过程组：监控过程组。解析：项目经理已经识别了延误的风险，并将该风险应对纳入了计划，当该风险发生时执行风险应对计划即可，监控风险包括实施风险应对计划，B不符合题意，C该风险的应对措施已经纳入计划，当该风险发生时无需更当该风险发生时无需更新基准，D风险登记册中已包括该风险，无需更新风险登记册。考点：监督风险。出处：PMBOK第6版 中 11.7。
37、[单选]在一件设备交付到项目现场之后，最终用户投诉产品与预期不同，为避免这种情况，该使用哪一项工具或技术？
After a piece of equipment is delivered to the project site, the end-users complain the product is different from what was expected. To avoid this situation, what tool or technique should manager have used?
A：检查
Inspection
B：帕累托分析
Pareto analysis
C：多标准决策分析
Multicriteria decision analysis
D：专家判断
Expert judgment
正确答案：A 你的答案：A
解析：PMBOK8.3.2.3 检查。检查是指检验工作产品，检验的结果通常包括相关的测量数据，可在任何层面上进行，可以检查单个活动的成果，也可以检查项目的最佳产品。
39、[单选]在项目执行阶段，批准了一项监管法律，责令立即遵守，这项法律将影响项目的范围，进度和成本，项目经理首先应该做什么？In the phase of project execution, a regulation was approved and ordered to be duly observed. This regulation will affect the project scope, schedule and cost. What should the project manager do in the first place?
A：减轻风险
To mitigate risk
B：更新项目管理计划
To update the project management plan
C：将问题升级上报给高级管理层
To submit this issue to senior management
D：开始变更请求过程
To initiate the change request process
正确答案：D 你的答案：D
解析：PMBOK（6）P113-4.6实施整体变更控制。对于项目范围、进度、成本的变更，需提交变更请求，并走变更控制流程。
40、[单选]项目遇到了一个未预料到的问题，高级技术领导建议的解决方案没有被团队成员们接受。结果高级技术领导很受挫折。项目经理应该采用哪种技能解决这个问题？
A project has encountered an unexpected technical issue. The senior technical lead suggests a solution which is not accepted by some team members. As a result, the senior technical lead becomes frustrated. What kind of skills should the project manager use to resolve this issue?
A：培训技能
Training skills
B：技术技能
Technical skills
C：硬技能
Hard skills
D：软技能
Soft skills
正确答案：D 你的答案：D
解析：关注人的感受，处理人际关系的技术统称为“软技术”，与工作相关，处理人机界面的方法称之为“硬技术”。
41、[单选]在竞价和潜在卖方评估阶段，客户认为潜在卖方所建议的团队成员不符合合作性要求，并要求替换不合格人员。作为潜在卖方的项目经理，应该怎么做?
During the bidding and potential seller evaluation phase, if the customer believes that the team members proposed by the potential seller do not meet the cooperation requirements and request that the disqualified personnel should be replaced. What should the project manager of the potential seller do?
A：接受客户的要求，把客户认为合格的人放人这个团队中
To accept the client's request and to assign the person as the customer considers qualified into the team
B：会见客户，就受质疑人员的能力进行磋商，以确定是否要替换他们
To meet with the client to negotiate on the capabilities of the persons in question to determine whether it is necessary to replace such persons
C：不采取任何措施，因为选择谁在这个项目中工作是卖方的事，与其他人无关
To take no action, because whoever works in this project is the seller's business and has nothing to do with others
D：你知道受质疑的人有能力承担这个工作，因此你依旧把他们放入团队中
You know that the persons in question are able to take this job, so you still put them in the team
正确答案：B 你的答案：B
解析：PMBOK（6）P488-12.2.2.5实施采购-人际关系与团队技能-谈判。采购谈判是指在合同签署之前对合同的组织、各方的权力和义务，以及其他条款加以澄清，以便双方达成共识。最终的文件措辞应该反映双方达成全部一致意见。
42、[单选]你负责管理某新产品开发项目。高级管理层已经签发项目章程，批准项目计划。项目进度和预算都于十分紧张，质量要求也很高。在项目执行阶段，项目相关方一直通过项目沟通计划所规定的方法了解项目进展情况。项目的范围、进度.、成本和质量都符合项目计划的要求。突然，你得知整个项目有可能被取消，因为开发的产品完全无法接受。导致这种情况的原因是什么？
You are responsible for the management of a new product development project. The senior management has issued the project charter and approved the project plan. The project schedule and budget are very tight and the quality requirements are extremely high. In the project execution phase, the project stakeholders get to know the project progress by using the method as specified in the project communication plan. The project scope, progress, cost and quality are in line with the requirements specified in the project plan. Unexpectedly, you are told that the whole project may be cancelled because the developed product is totally unacceptable. What is the possible reason?
A：没有识别出某个关键项目相关方
The stakeholder of a key project has not yet been identified
B：项目相关方误解了项目执行情况
The stakeholder misunderstands the status of project execution
C：高级管理层不再支持项目
The senior management no longer supports the project
D：项目遇到了技术上的重大难题
The project is stuck in a major technical problem
正确答案：A 你的答案：A
解析：PMBOK（6）P507-13.1识别相关方。定期识别相关方，分析和记录他们的利益、惨败于度、相互依赖性、影响力和对项目成功的潜在影响。若没有识别关键相关方，不能满足相关方期望，就可能导致项目终止。
43、[单选]因为所有的预算已经花光，发起人要求项目经理停止项目，项目经理应该怎么做?
Because all budgets have run out, the sponsor requests the project manager to suspend the project. What should the project manager do?
A：准备变更请求，更新项目范围
To prepare the change request and to update the project scope
B：记录项目情况，准备最终报告
To record the project conditions and to prepare the final report
C：寻找新的发起人，更新项目章程
To fine a new sponsor and to update the project charter
D：与客户洽谈，继续完成剩余任务
To negotiate with the client and to finish the left tasks
正确答案：B 你的答案：B
解析：PMBOK（6）P123-4.7结束项目或阶段。结束项目或阶段是终结项目、阶段或合同的所有活动的过程。本过程的主要作用是，存档项目或阶段信息，完成计划的工作，释放组织团队资源以展开新的工作。
44、[单选]项目团队负责制造 10，000 个小零件。基于集中检查 500 个零件的批次质量是控制质量工具哪一种的实例？
The project team is responsible for creating 10,000 small parts. Basing the quality of the batch on an intensive review of 500 parts is an example of what quality control tool?
A：质量审计
Quality audit
B：帕累托原则
Pareto principle
C：统计抽样
Statistical sampling
D：检查
Inspection
正确答案：C 你的答案：C
解析：8.3.2.1 数据收集 统计抽样。统计抽样是指从目标总体中选取部分样本用于检查统计抽样是指从目标总体中选取部分样本用于检查（如从 75 张工程图纸中随机抽取 10 张）。
45、[单选]项目落后于进度，并超出预算。开发和质量保证团队已经报告了大量缺陷。项目经理应更新哪一项内容？
The project is behind schedule and over budget. The development and quality assure teams have reported numerous defects.
A：问题日志
Issue log
B：验收标准
Acceptance criteria
C：项目管理计划
Project management plan
D：风险登记册
Risk register
正确答案：A 你的答案：A
解析：大量缺陷是发现的问题，首先更新问题日志。
46、[单选]随着项目管理方法的应用，更多的项目走向成功，但是仍然有不少项目是失败的。很多项目失败的根本原因，实际上并非是难以解决的技术问题，也不是不可控制的外力，而是不良的项目管理实践或有缺陷的项目管理系统。以下哪项不是项目失败的主要原因?
With the application of project management methods, more projects turn out to be successful, but some projects still fail. The underlying reason that many projects fail is actually not a complicated technical issue or an uncontrollable force, but rather a poor project management practice or a defective project management system. Which of the following items is not the main reason for the project failure?
A：项目经理的项目管理经验不足
Project manager has inadequate experience in project management
B：没有做好项目计划
Fail to make a good project plan
C：没有充分收集相关方的需求
Fail to collect the sufficient needs of stakeholders
D：忽视平衡各种相互制约的因素
Neglect the factors that check and balance different constraints
正确答案：A 你的答案：A
解析：科兹纳博士在项目管理：计划、进度和控制的系统方法中专门阐述了项目失败原因，主要包括量的原因：不充分的计划、进度安排、费用估算、成本控制目标游离等，质的原因：缺乏士气、动机、员工奉献精神，不良的人际关系、生产效率低、没有赋予职责、延迟解决问题、大多未解决的政策问题、管理人员、职能经理、项目经理之间的冲突等，计划失败的主要原因是风险管理的不当运用和运用不充分，以及使用的项目管理体系没有为风险管理提供指导。题目选项中BCD都是计划不充分的例子，相比之下A最可能不是失败的原因。
47、[单选]在项目进展会议期间，一位相关方通知团队之前识别的技术问题已经得到解决，但是，该相关方警告说，其他团队项目可能会发生相同的问题，项目经理首先应该怎么做？
During the project progress meeting, a stakeholder informs the team that the technical issue previously identified has been resolved, but the stakeholder warns that the same issue may occur in other team project.What should the project manager do in the first place?
A：更新问题日志
To update the issue log
B：准备一份风险报告
To prepare a risk report
C：与项目发起人沟通该警告
To communicate with the project sponsor as to this warning
D：更新经验教训登记册
To update the register of lessons
正确答案：A 你的答案：A
解析：PMBOK（6）P96-4.3.3.3指导与管理项目工作-问题日志。项目进展会议是执行会议。在整个项目生命周期中，项目经理通常会遇到问题、差距、不一致或意外冲突，项目经理需要采取某些行动加以处理，以免影响项目绩效。问题日志是一种记录和跟进所有问题的项目文件，所需记录和跟进的内容可能包括问题类型、问题提出者和提出时间，问题描述、问题优先级、由谁负责解决问题、目标解决日期、问题状态、最终解决情况等。问题日志也可以作为指导管理项目工作的输入出现在4.3.1.5组织过程资产中，第六版将组织过程资产库细分为：组织标准政策、流程和程序库以及组织知识库，组织知识库包括：配置管理知识库、财务数据库、历史信息和经验教训知识库、问题与缺陷管理数据库、测量指标数据库和以往的项目档案（我称它为5子库1档案），5个子库中，问题数据库和经验教训数据库是分开的，经验教训知识库存储从项目中获得的以往经验教训，经验教训登记册记录在项目中所获知识，跟问题日志记录的内容是有区别的，根据题意，这个项目发生的问题其他项目也可能发生，其他项目借鉴处理情况，还是根据问题日志处理更贴切。在指导与管理项目工作过程输入中即包括问题日志，也包括经验教训登记册。它们的作用是不一样的，经验教训登记册用于改进项目绩效，以免重犯错误，帮助确定规则和指南，而问题与缺陷管理数据库直接显示历史问题与缺陷状态、问题和缺陷解决情况，帮助有跟以前同样问题出现的项目直接使用被证明有效的问题和缺陷处理方法。
48、[单选]一名项目经理被委任到正在执行的工程项目上。刚上任不久，他发现负责与客户沟通的玛丽经常抱怨客户对报告太挑剔，经常要求她对报告返工。项目经理应该首先做什么？
A project manager is appointed to a project under construction. Shortly after assuming this position, he finds that Mary, a member who is responsible for communicating with clients, often complains that a client is too picky about the report and often asks her to revise. What should the project manager do in the first place?
A：对玛丽进行报告编写技能的培训
To provide a training of report writing for Mary
B：向客户了解不满和要求
To know the dissatisfaction and requirements from the customer
C：告诉客户不要太挑剔
To tell the customer not to be too picky
D：让更能干的团队成员替代玛丽编写报告
To replace Mary with more capable member to write the report
正确答案：B 你的答案：B
解析：PMBOK（6）P534-13.4.2.5监督相关方参与-人际关系与团队技能-积极倾听。通过积极倾听，减少理解错误和沟通错误。13.4.2.4沟通技能。反馈用于确保发送给相关方的信息被接收和理解，演示为相关方提供清晰的信息。
49、[单选]作为一个有经验的项目经理，你知道监控工作贯穿从项目启动到收尾的全过程。你也知道，项目监控的重要目的是要在还有时间解决问题时发现问题。下列哪个工具最有利于你在还有时间解决问题时发现问题?
As an experienced project manager, you know that the project monitoring starts from kick-off and closing. You also know that the important purpose of project monitoring is to identify issues before it becomes too late to solve. Which of the following tools is the most beneficial for you to identify issues before it becomes too late to solve?
A：因果图
Cause and Effect Diagram
B：帕累托图
Pareto chart
C：散点图
Scatter diagram
D：控制图
Control chart
正确答案：D 你的答案：D
解析：PMBOK（6）P729-术语表-控制图。按时间顺序展示过程数据，并将这些数据与既定的控制界限相比较的一种图形。
50、[单选]一个项目在拥有矩阵式组织结构的公司中启动。没有招聘权限的项目经理可以通过下列哪一项获得项目团队？
A project is instantiated within a company that has a matrix organizational manager with no hiring authority, could acquire a project team by doing which of the following?
A：与公司管理层交流
Network with the company's management
B：与职能经理协商
Neonate with functional managers
C：劝说团队成员加入项目
Persuade team members to join the project
D：与项目发起人沟通
Communicate with the project sponsor
正确答案：B 你的答案：B
解析：9.2.2 获取资源，项目经理没有权限招聘，需要与职能经理谈判获取资源。
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