151、[单选]一个项目的完工预算本(BAC)100,000美元。目前的项目报告显示该项目符合进度和预算。一位团队成员对相关工作包进行自下而上的估算，表明剩余工作将比原计划少用10,000美元， 并且仍能按进度计划交付。 那么完工估算(EAC)是多少？
A project’s budget at completion(BAC) is US$ 100,000. Current project reports show it is on schedule and on budget. A team member performed a bottom-up estimate of the relevant work package, which indicates that the remaining work will require US$10,000 less than originally planned and can still be delivered on schedule. What is the estimate at completion(EAC) ?
A：90,000美元
US$90,000
B：100,000美元
US$100,000
C：10,000美元
US$10,000
D：110,000美元
US$110,000
正确答案：A 你的答案：A
解析：参考答案：A 解析：预算10万，少用1万，就是用 9万就能完成。
152、[单选]完成一项目任务所需的设备价格上涨了 50%。 项目经理首先应该怎么做？
The price of equipment required to complete a project task increases by 50 percent., What should the project manager do first?
A：提交变更请求以批准额外资金
Submit a change request for the approval of additional funds.
B：签发变更请求以减少范围，保持原始预算
Issue a change request to reduce the scope to maintain the original budget.
C：进行成本效益分析，以确定对预算的影响
Conduct a cost-benefit analysis to determine the impact on the budget.
D：与供应商协商一个较低的价格
Negotiate a lower price with the supplier.
正确答案：C 你的答案：C
解析：参考答案：C 解析：价格大幅上涨，就存在值得不值得的问题了，要进行成本效益分析，分析影响。
153、[单选]在估算项目成本时，项目经理与一位主题专家（SME）合作，该专家曾有低估交付项目需求所需工作的历史。然而，在所有其他领域，该主题专家是一位很好的贡献者，备受尊重，并且经常有相关方需要他。 若要主动减轻低估项目工作的风险，项目经理应该怎么做？
While estimating project costs, a project manager works with a subject matter expert (SME) who has historically underestimated the effort necessary to deliver project requirements. In all other areas, however, the SME is a good contributor, well respected, and often requested by stakeholder. To proactively mitigate the risk of underestimation, what should the project manager do?
A：在估算期间与该主题专家定期审查目标和需求，并使用其他资源审查提交的估算。
Periodically review objectives and requirements with the SME during estimation and use other resources to review the submitted estimates.
B：通知项目相关方，该主题专家提交的任何估算必须增加20%
Notify project stakeholders that any estimates submitted by the SME must be increased by 20% percent.
C：忽略与该主题专家有关的估算问题，并继续保持该过程不变
Ignore previous issues with estimates from this SME and continue with the process unchange
D：将该主题专家从项目中排除并请求可提供更准确估算的资源
Remove the SME from the project and request a resource who can provide more accurate estimates.
正确答案：A 你的答案：A
解析：参考答案：A。 解析：PMBOK（6），Page240,7.2成本估算。本题可使用排除法，A为正面应对，也很妥善；B直接增加20%的预算太片面；C和D 忽略或排除并没有解决问题。综上，选A。
154、[单选]到目前为止本该完成百分之八十的一个项目只完成了百分之七十五，项目总预算为100,000美元，已完成工作实际成本(ACWP)为72,000美元。根据这些信息可以确定什么？
A project that should have been 80 percent completed by now is only 75 percent complete The total project budget is US$100,000 and the actual cost of work performed(ACWP)is US$72,000. What can be determined from this information?
A：该项目低于预算，其进度绩效指数(SPI)为0.94,成本绩效指数(CPI)为1.04
The project is under budget, has a schedule performance index(SPI)of 0.94,and a cost performance index(CPI)of 1.04.
B：该项目超出预算，其SP1为1.07，CPI为0.96
The project is over budget,has an SPI of 1.07, and CPI of 0.96.
C：该项目超出预算，其SPI为0.94，CPI为1.04
The project is over budget,has an SPI of 0.96, and CPI of 1.04.
D：该项目低于预算，其SPI为0.94, CP1为0.96
The project is under budget,has an SPI of 0.94, and CPI of 0.96.
正确答案：A 你的答案：A
解析：参考答案：A 解析：PV=8万，EV=7.5万，AC=7.2万，BAC=10万。 SPI=EV/PV=7.5/8=0.94<1 CPI=EV/AC=7.5/7.2=1.04>1 进度落后，成本节省。
155、[单选]在一个价值100万美元的项目中途，项目经理进行挣值分析(EVA),分析显示计划价值(PV)为623,000美元，挣值(EV)为523,000美元，实际成本(AC)为643,000美元。 根据这些数字，项目的成本偏差(CV)和进度偏差（SV）分别是多少？
In midway of a US$1 million project, the project manager conducts an earned value analysis(EVA). The analysis shows a planned value (PV) of US$623,000, an earned value (EV) of US$523,000, and an actual cost (AC) of US$643,000.Based on these numbers, what is the project’s cost variance (CV)and schedule variance(SV)?
A：CV =+120.000美元，SV =+100,000美元
CV = +US$120,000, and SV - +US$ 100,000
B：CV =+100.000美元，SV =+120,000美元
CV = +US$ 100,000, and SV - +US$ 120,000
C：CV =-100.000美元，SV = -120,000 元
CV = -US$100,000, and SV- -US$120,000
D：CV = -120.000美元，SV = -100,000美元
CV = -US$120,000, and SV--US$100,000
正确答案：D 你的答案：D
解析：参考答案：D 解析：BAC=100万，PV=623000, EV=523000,AC=643000，CV=EV-AC=523000-643000=-120000, SV=EV-PV=523000-623000=-100000。
156、[单选]根据一个工程项目的合同条款，付款与项目总体进度的百分比挂钩，项目经理必须提交月度进度报告，以促进发票开具流程，在项目团队成员每月报告其分配的活动时，项目经理应该如何保持健康的现金流？
Per an engineering project’s contract terms, payment are linked to the project’s percentage of the overall progress. The project manager must submit monthly progress reports to facilitate the invoicing process. As project team members report monthly on their assigned activities,what should the project manager do to maintain a healthy cash flow?
A：分配一位团队成员来整合数据
Assign A team member to integrate the data
B：提供项目报告
Provide project reports
C：执行定量分析
Perform a quantitative analysis
D：应用挣值(EV)原则
Apply earned value (EV) principle
正确答案：D 你的答案：D
解析：“付款和进度挂钩”即业主按挣值来给供应商付款。题目中项目经理是供应商，要获得健康现金流，就要向业主提供挣值数据。“在项目团队成员每月报告其分配的活动时”,此句是干扰项。题意不是说PM要向团队成员怎么做,而是为了获得健康现金流,PM自已应该怎么做,或者说对客户应该怎么做。
157、[单选]在收尾项目之前，项目经理进行了挣值分析（EVA）,分析表明，进度绩效指数（SPI)为0.7，成本绩效指数（CPI）为1.0，这些结果说明项目处于什么状态？
Just prior to closing a project, the project manager conducted an earned value analysis (EVA). The analysis shows that the schedule performance index (SPI) is 0.7 and the cost performance index (CPI) is 1.0. What do these results indicate about the project?
A：该项目落后于进度计划，在预算范围内，但在完成所有可交付成果之前被取消的
The project was behind schedule and within budget, but was canceled before all deliverables were finished
B：该项目符合进度计划，超出预算，但在完成所有可交付成果之前被取消了
The project was on schedule and over budget, but was canceled before all deliverables were finished
C：所有可交付成果均已完成，项目已提前完成，并符合预算范围
All deliverables were finished, and the project was completed ahead of schedule and within budget
D：所有可交付成果均已完成，项目按进度计划完成，但超出预算
All deliverables were finished, and the project was completed on schedule and over budget
正确答案：A 你的答案：A
解析：题干信息表明进度落后，成本正好。用排除法选项，BCD说明符合进度或提前完成，都是错误判断，只有A相对正确，A的后半句不影响。
158、[单选]公司的标准政策是为项目预算中的每个单项增加5%的应急费用，财务部门要求对某一特定单项增加10%的应急费用，因为它涉及一个新的可交付成果，该单项的主题专家(SME)认为15%的应急费用更为合适,发起人要求项目经理将预算中的平均应急费用降低到3%,项目经理应该为该特定单项增加多少百分比的应急费用？
The company's policy is to add a 5 percent contingency to each line item in the project budget, the financial department requirements a 10 percent contingency on a specific line item because it involves a new deliverables, A subject matter expert (SME) for this line item believes that a 15 percent contingency is more appropriate, The sponsor asks the project manager to reduce the average contingency across the budget to 3 percent，what contingency percentage should the project manager add to the specific line item?
A：3%
3 percent
B：5%
5 percent
C：10%
10 percent
D：15%
15 percent
正确答案：D 你的答案：D
解析：本题考专家判断，不同人有多种估算结果时，主题专家意见更可靠。注意与三点估算区分。
159、[单选]项目经理正在执行一个涉及不同业务部门的全公司项目。在一次规划会议上，项目经理注意到每个部门的具体需求不能引起其他部门的兴趣，这影响到会议的质量。 若要解决这个问题，项目经理应该怎么做？
A project manager is running a company-wide project involving different business units.During a planning session, the project manager notices that each unit's specific requirements are of no interest to other units, which affects the quality of the meeting. What should the project manager use to resolve specific this?
A：石川图和需求跟踪矩阵
ishikawa diagram and requirements traceability matrix
B：焦点小组会议和思维导图
Focus groups and mind mapping
C：引导和亲和图
Facilitation and affinity diagram
D：头脑风暴和需求跟踪矩阵
Brainstorming and requirements traceability matrix
正确答案：C 你的答案：C
解析：参考答案：C 解析：Pmbok P145 引导。引导与主题研讨会结合使用，把主要相关方召集在一起定义产品需求。研讨会可用于快速定义跨职能需求并协调相关方的需求差异。因为具有群体互动的特点，有效引导的研讨会有助于参与者之间建立信任、改进关系、改善沟通，从而有利于相关方达成一致意见。此外，与分别召开会议相比，研讨会能够更早发现并解决问题。
160、[单选]一个设施改善项目即将完成。客户提供了批准，但注意到一些小缺陷并激活保修程序，客户现在对已移交的设备要求额外批准的范围。项目经理即将开始额外范围的工作。 由于保修程序已生效，项目经理应查阅哪一份计划？
A facility improvement project is near completion. The client provided, but noted some minor defects and activated the warranty. The client now requests additional approved scope to equipment that has already been handed over. The project manager is about to start work on the additional scope. Since the warranty is in effect, what plan should the project manager consult?
A：质量管理计划
Quality management plan.
B：变更管理计划
Change management plan.
C：采购管理计划
Procurement management plan.
D：需求管理计划
Requirement management plan.
正确答案：B 你的答案：B
解析：参考答案：B 解析：PMBOK（6）P169-5.6.1.1项目管理计划。范围变更的指导计划，是项目管理计划——范围管理计划——变更管理计划。
161、[单选]一家公司计划扩大其公司网站的服务范围。项目经理开始根据批准的项目章程收集详细的需求。 项目经理应该怎么做才能就项目的可交付成果达成一致意见？
A company plans to expand the service scope of its corporate website. The project manager starts to collect detailed requirements based on the approved project charter. What should the project manager do to reach a group consensus on the project’s deliverabies?
A：与相关方和主题专家(SMEs)—起召开焦点小组会议
Conduct a focus group with stakeholders and subject matter experts(SMEs).
B：与关键相关方一起使用引导技术
Use facilitation skills with key stakeholders.
C：与相关方一起进行头脑风暴
Brainstorm with the stakeholders.
D：访谈关键相关方和发起人，以获取有关需求的更多信息
Interview key stakeholders and sponsors to obtain additional information about requirements.
正确答案：B 你的答案：B
解析：参考答案：B 解析：Pmbok P145 5.2收集需求的工具和技术 引导与主题研讨会结合使用，把主要相关方召集在一起定义产品需求。研讨会可用于快速定义跨职能需求并协调相关方的需求差异。因为具有群体互动的特点，有效引导的研讨会有助于参与者之间建立信任、改进关系、改善沟通，从而有利于相关方达成一致意见。
162、[单选]在项目执行期间，团队识别到几个变更请求，其中包括项目成功所需的功能，这些功能未能包含在需求跟踪矩阵中。 若要避免这种情况，项目经理事先应该做什么？
During project execution, the learn identifies several change requests that include functionality needed for project success. These failed to be included the requirements traceability matrix. To avoid this, what should the project manager do beforehand?
A：创建工作分解结构(WBS)
Created a work breakdown structure (WBS)
B：定义范围
defined the scope
C：核实范围
Validated the scope
D：控制范围
Controlled the scope
正确答案：B 你的答案：B
解析：参考答案：B 解析：PMBOK（6）P150-5.3 需求跟踪矩阵是定义范围的输出项。
163、[单选]项目经理与相关方一起召开一次引导式研讨会，以收集产品需求并制定需求跟踪矩阵。系统开发人员无法参加该研讨会，但请求一份会议记录以审查和确认输出。看完会议记录后，系统开发人员反馈说列出的功能需求与用户的需求无关。 若要解决这种情况，项目经理应该怎么做？
A project manager facilitate a workshop with stakeholders to gather product requirements and develop a requirements traceability matrix. The system developer was unable to attend the workshop, but requested a copy of the minutes to review and validate the output. The system developer then provides feedback that the listed functional requirements do not make sense when competed against the user requirements. What should the project manager do to address this?
A：建议系统开发人员参与下次审查会议
Advice the system developer to attend the next review meeting.
B：通知系统开发人员与用户一起审查需求
Inform the system developer to review the requirements with users.
C：更新需求跟踪矩阵以包含需求的相关关系
Update the requirements traceability matrix to include the relevant relationships of the requirements.
D：要求系统开发人员提交变更请求
Ask the system developer to submit a change request.
正确答案：C 你的答案：C
解析：参考答案：C 解析：Pmbok P148 5.2.3.2 需求跟踪矩阵 需求跟踪矩阵是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，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。
164、[单选]一家工程咨询公司的设计师已完成设计开发并发布设计用于生产，在核实可交付成果过程中发现设计标准发生了变化，已生产的可交付成果不符合新标准。 若要避免这个问题，项目经理应该事先实施哪个规划过程？
A designer for an engineering consulting company has completes the design and releases it for production. During the deliverable verification process, it is discovered that the design standard was changed, and that the produced deliverable fails to comply with it. What planning process should the project manager have implemented to avoid this issue?
A：项目整合管理
Project Integration Management
B：控制质量
Control Quality
C：规划范围管理
Plan Scope Management
D：规划质量管理
Plan Quality Management
正确答案：C 你的答案：C
解析：参考答案：C。解析：PMBOK（6），P155,项目范围说明书中包含了验收标准。此题为变更的验收标准没有落实到供应商处，属于范围失控。故选C
165、[单选]项目发起人通知项目经理，即使已完成的项目符合进度计划，在预算范围满足范围需求，但客户对最终产品感到不满意。若要避免这种情况，项目经理应该事先做什么？
The project sponsor informs a project manager that even though a completed project was on schedule, within budget, and met scope requirements, the customer is unsatisfied with the final product. What should the project manager have done to avoid this?
A：在制定质量管理计划的同时安排更多的会议
Scheduled more meetings while developing a quality management plan.
B：确保可交付成果符合质量控制测量结果中列出的要求
Ensure that deliverables meet the requirements listed in the quality control measurements.
C：实施石川图工具
Implement the Ishikawa diagram tool.
D：完成需求跟踪矩阵
Complete the requirements traceability matrix.
正确答案：D 你的答案：D
解析：参考答案：D。解析：PMBOK（5），P138，进度和预算均符合要求，但客户不满意，应是范围不满足，也就是客户需求跟踪落实不到位，应提前完成需求跟踪矩阵。故选D。
166、[单选]—家跨国公司的组织单位有大量的产品增强功能待办事项，这些产品增强功能是暂时保留的用户故事。待批准的预算申请在上周获得批准。作为初始程序的一部分，新指派的项目经理应该做什么？
An organization unit of a multinational corporation has a very large backing of product enhancements described as user stories on hold. The pending budget was approved last week. What should the newly assigned project manager do as part of initial procedures?
A：记录项目生命周期和方法讨论需求
Document the project life cycle and methodology requirements
B：为所有用户故事制定一份进度计划
Prepare a schedule for all user stories
C：对所有用户故事执行风险评估
Perform a risk assessment of at user stories
D：根据以前相同产品的项目分配资源
Assign resource based on previous projects for the same product
正确答案：A 你的答案：A
解析：参考答案：A 解析：PMBOK（6）P145，敏捷项目管理先明确生命期类型和开发方法为适应型生命期项目，采用敏捷开发方法。明确第一个迭代的需求、用户故事和待办事项。
167、[单选]项目经理与项目相关方和团队成员开会，审查范围管理计划、批准的章程和其他需求文档、专家判断和引导技术用于制定所需产品的详细描述。项目经理还应使用哪一项其他输入？
A project manager meets with project stakeholders and team members to review the scope management plan,the approved charter,and other requirements documentation.Expert judgement and facilitation are used to develop a detailed description of the product required. What other input should the project manager use?
A：过往项目的经验教训
Lessons learned register from previous projects
B：假设日志
Assumption log
C：相关方登记册
Stakeholder register
D：需求跟踪矩阵
Requirements traceability matrix
正确答案：B 你的答案：A
解析：解析：PMBOK（6）P150-5.3定义范围输入项目章程、项目管理计划、需求文件、假设日志、风险登记册等项目文件、事业环境因素和组织过程资产。选项A：过往的经验教训已经考虑到需求文档中了。 选项C：相关方登记册不是定义范围过程的输入。 选项D：需求跟踪矩阵不是定义范围过程的输入。
168、[单选]项目经理负责管理一个处于执行阶段的项目，并希望审查项目范围以进行成本结算，项目经理发现在工作分解结构(WBS)中遗漏了一项可交付成果。项目经理下一步应该怎么做？
A project manager assumes a project during its execution stage and wants to review the project scope for cost settlement.The project manager discovers that some deliverables were missed in the work breakdown structure(WBS).What should the project manager do first?
A：询问相关方是否需要添加这些遗漏的可交付成果
Ask the stakeholders if these missed deliverables need to be added
B：请求项目管理办公室(PMO)批准这顼工作的额外资金
Request that the project management office(PMO) approve additional funds for this work
C：根据100%的规则将工作添加到WBS中，并重新计算项目总成本
Add the work to the WBS according to the 100 percent rule and recalculate the total project cost
D：要求主题专家(SMEs)检查这些可交付成果是否有必要
Ask subject matter experts(SMEs) to check whether these deliverables are necessary
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P167-5.6控制范围。监督项目和产品的范围状态，管理范围基准变更。在整个项目期间保持对范围基准的维护，且需要在整个项目期间开展。
169、[单选]项目经理被任命管理一个现有项目，需要了解项目可交付成果，项目经理应该参考下列哪一份文件？
A project manager is assigned to an existing project and needs to understand the project deliverables. The project manager should refer to which of the following?
A：项目章程
Project charter
B：项目需求规范
Project requirements specification
C：项目范围说明书
Project scope statement
D：项目进度表
Project schedule
正确答案：C 你的答案：C
解析：参考答案：C。 解析：PMBOK（6）P151-5.3.3.1项目范围说明书包括了产品范围描述、验收标准、可交付成果、除外责任、制约因素和假设条件。
170、[单选]在创建采购管理计划时，项目经理发现组织内部存在的某些资源正在为其他项目效力，项目经理应该怎么做来满足这种需求？
While creating a procurement management plan, a project manager discovers that certain resources that exist within the organization are committed to other projects. What should the project manager do to meet this need?
A：开展自制或外购分析
Perform a make-or-buy analysis.
B：创建工作分解结构（WBS）
Create a work breakdown structure(WBS).
C：制定风险登记册
Develop a risk register.
D：开始人员分配谈判
Start negotiations for staff assignments.
正确答案：A 你的答案：A
解析：参考答案：A 解析：PMBOK（6）P473-12.1.2.3规划采购管理-自制或外购分析。制定自制或外购决策时应考虑的因素包括：组织当前的资源配置及其技能和能力、对专业技术的需求、不愿承担永久雇佣的义务，以及对独特技术专长的需求；还要评估与每个自制或外购决策相关的风险。
171、[单选]项目经理正在管理价值300万美元、涉及两个供应商的项目。项目经理为每名供应商创建了一份工作说明书(SOW)。下列哪一项需要SOW的信息?
The project manager is managing a $3 million project involving two vendors.The project manager created a Statement Of Work (SOW) for each supplier. Which of the following requires SOW information?
A：风险管理计划
Risk management plan
B：合同
Contract
C：采购管理计划
Procurement management plan
D：供应商范围说明书
Supplier scope statement
正确答案：B 你的答案：B
解析：说明解析：PMBOK（6）P477-12.1.3.4规划采购管理-采购工作说明书。充分详细描述拟采购品的性质、买方需求、或拟采用的合同形式。工作说明书包括规格、所需数量、质量水平、绩效依据、履约时间、工作地点和其他要求，包括合同构成的主要内容。选项A：风险管理计划不需要SOW做输入。选项C：采购工作说明书是规划采购管理过程的输出，采购管理计划包含要在采购过程中开展的各种活动及规定，SOW不是输入。选项D：SOW中包括在合同中的部分才进行项目范围定义，供应商的范围说明书中体现包括在合同中的SOW内容，所以选B合适。
172、[单选]项目经理正在领导一支团队开发新的在线银行应用程序。23个月后，团队支出100,000美元，剩余预算成本只有70,000美元。目标完成日期还有12个月，但是团队期望能在9个月内就能完成。一名团队成员发现一款成熟的现货产品满足所有项目规范，能够以60,000美元的价格购买到，且能够在八个月内实施。项目经理应该考虑什么？
A project manager is leading a team developing a new online banking application. After 23 months, the team has spent US$100,000 on development and has US$70,000 of the budgeted cost remaining. The targeted completion date is 12 months away, but the team expects completion in nine months. A team member identifies a proven off-the-shelf product that complies with all project specifications, can be purchased for US$60,000, and can be implemented within eight months. What should the project manager consider?
A：完工尚需绩效指数
The to-complete performance index(TCPI)
B：客户或项目发起人验收
Customer or project sponsor acceptance
C：开发方面已支出的金额
The amount already spent on development
D：自制或外购分析
Make-or-buy analysis
正确答案：D 你的答案：D
解析：参考答案：D。 解析：PMBOK（6）P473-12.1.2.3 考虑直接购买现货还是自行开发完成，属于自制或外购分析。
173、[单选]项目经理正在规划一个大型采购活动，希望在提交建议书之前与所有潜在供应商沟通。项目经理使用什么工具或技术？
A project manager planning a large procurement activity wants to communicate with all prospective vendors before submitting a proposal. What tool or technique should the project manager use?
A：投标人会议
Bidder conference
B：卖方投标分析
Vendor bid analysis
C：自制或外购分析
Make-or-buy analysis
D：采购审计
Procurement audit
正确答案：A 你的答案：A
解析：参考答案：A。 解析：PMBOK（6）P487-12.2.2.3投标人会议（又称承包商会议、供货商会议或投标前会议）是在投标书或建议书提交之前，在买方和所有潜在卖方之间召开的会议。
174、[单选]在项目执行期间，项目团队发现一个供应商的可交付成果重复出现缺陷。项目经理应该怎么做？
During project execution, the project team finds repeated defects with a supplier’s deliverables. What should the project manager do?
A：执行质量审计
Perform a quality audit.
B：与该供应商的高级管理层讨论该问题
Discuss the problem with the supplier’s senior management.
C：审查采购协议
Review the procurement agreement.
D：与供应商一起创建变更请求
Create a change request with the supplier.
正确答案：C 你的答案：A
解析：参考答案：C 解析：PMBOK（6）P496，供应商的可交付成果重复出现缺陷问题，应优先按照协议里的相关条款给予处理。
175、[单选]由于关键组件供应商的频繁失误，交付团队无法履行其承诺。客户对不断违反服务水平协议(SLA)的请求表示不满，若要解决这个问题，项目经理应该怎么做？
A delivery teams was unable to keep its commitments due to frequent slippages from a key component vendor,The client is unhappy that requests continuous breach the service level agreements (sla)，what should the project manager do to resolve this?
A：与其他供应商合作，部署新工具来管理项目里程碑和进度计划
Work with another vendor to deploy a new tool to manage the project milestones and schedules
B：请人力资源经理获取额外的外部资源
Ask the human resource manager to acquire additional external resources
C：与采购经理会面以审查供应商协议并釆取必要的措施
Meet with the procurement manager to review the vendor agreements and take necessary actions
D：与项目集经理讨论重新创建项目里程碑和项目计划
Speak with the program manager about recreating the project milestones and schedules
正确答案：C 你的答案：C
解析：供应商履行合同不力，应加强对供应商的管理。A需要变更流程；BD都没有针对供应商采取措施。
176、[单选]在项目执行过程中，项目经理发现供应的材料晚到，且在某些时候出现错误。项目经理应该怎么做？
During project execution,a project manager discovers that supplied materials are arriving late,and in some instances are incorrect.What should the project manager do?
A：更新质量计划
Update the quality plan.
B：拒绝向供应商付款
Refuse to pay the supplier.
C：执行风险分析
Perform a risk analysis.
D：修改项目进度计划
Modify the project schedule plan.
正确答案：C 你的答案：C
解析：采购问题，没有合同选项，用排除法，可以当成风险来处理。
177、[单选]项目经理在预算范围内按时成功收尾项目，最终产品已移交运营并对适当的文件存档,几周后，供应商提供的一个部件发生故障，但仍在保修期内，运营经理致电项目经理并要求釆取纠正措施，包括使用剩余的项目预算来支付维修费用。项目经理下一步应该怎么做？
A Project manager successfully closes out a project on time and under budge, the final product is transferred to the operation and the proper paperwork is filed, a few weeks later, a vendor-supplied part breaks.but is still under warranty, the operation manager calls the project manager and demands corrective actions, including using the remaining project budget to pay for repairs. What should the project manager do next?
A：重新审查项目，确定是否有足够的剩余资金来支付维修费用，并执行纠正措施
Reopen the project ’determine if there are enough remaining funds to pay for repairs.and perform corrective actions
B：建议运营经理审查采购文件，并遵循供应商合同中规定的保修索赔程序
Advise the operation manager to review the procurement documents and follow warranty claim procedures as stated in the vendor’s contract
C：要求法务部门对供应商采取法律行动，以赔偿与更换和安装部件相关的成本
Ask the legal department to take legal action against the vendor for restitution of costs associated with replacement and installation of the part
D：将问题升级上报给高级管理层，以防止运营经理可能采取任何可能的行动
Escalate the issue to senior management for protection from any potential actions the operation manager may take
正确答案：B 你的答案：B
解析：采购问题，首先查看合同。 12.3.3.1 采购关闭 买方通常通过其授权的采购管理员，向卖方发出合同已经完成的正式书面通知。关于正式关闭采购的要求，通常已在合同条款和条件中规定，并包括在采购管理计划中。
178、[单选]与供应商签订合同，开发一个对公司整体市场份额至关重要的软件包。在交付软件后，一位相关方通知项目经理需求未得到满足。若要避免这个问题，项目经理应该事先做什么？
A vendor contracted to develop a software packages that is key to company’s overall market share.Upon delivery of the software, a stakeholder inform the project manager that requirements were unmet. What should the project manager have done to prevent this?
A：将该供应商包含在需求开发中，并让他们签署需求文件
Included the vendor in the requirements development and made them sign the requirements document
B：根据采购管理计划监控供应商的活动
Monitor the vendor’s activities according to the purchasing management plan
C：聘请资源在内部生产产品，以确保完全控制输出
Hired resources to produce the product internally to ensure complete control of the output
D：为供应商的公司分配一名人员，以确保在整个开发过程中遵循需求
Assigned a resource to the vendor's company to ensure that requirements were followed throughout the development
正确答案：B 你的答案：B
解析：pmbok p492 控制采购。供应商交付的结果不符合要求，属于控制采购没有做好导致，B属于控制采购工作。
179、[单选]不确定项目开发时间时，必须避免预算偏差方面的风险。这应该使用哪一个合同类型？
When developing a project during an uncertain times, risks regarding budget deviations must be avoided. What type of contract should be used?
A：总价加经济价格调整合同(FP-EPA)
Fixed price with economic price adjustment contract (FP-EPA)
B：工料合同(T&M)
Time and Material (T&M)
C：总价加激励费用合同(FPIF)
Fixed price incentive fee (FPIF)
D：成本加激励费用合同(CPIF)
Cost plus incentive fee (CPIF)
正确答案：A 你的答案：A
解析：12.1规划采购管理。项目的持续时间不确定，意味着可能时间很长，又要风险低，用总价加经济价格调整合同。
180、[单选]在施工现场可被验收之前，正为一个关键项目活动寻求获得当地主管部门的批准，项目经理在为项目制定进度计划时应该做什么？
A key project activity is to seek approval from local authorities before a construction site can be accepted .What should the project manager do when scheduling the project?
A：避免将该活动放在关键路径上
Avoid putting the activity on the critical path.
B：执行确定和整合依赖关系
Perform dependency determination and integration.
C：获得专家判断
Obtain expert judgment.
D：在风险登记册中添加一个新风险
Add a new risk to the risk register.
正确答案：B 你的答案：B
解析：参考答案：B 解析：PMBOK（6）P191-6.3.2.2关键活动需要当地政府批准，这描述的是外部依赖关系,B对应。
181、[单选]在为一个有预算限制的项目生成状态报告时，项目经理发现该项目比进度计划落后一周。若要将项目拉回正轨，项目经理应该怎么做？
While generating the status report for a budget-constrained project, the project manager identifies that the project is one week behind schedule. What should the project manager do to bring the project back on track?
A：重新分配关键路径活动的团队成员
Reallocate team members on critical-path activities.
B：向项目发起人要求额外的时间
Request additional time from the project sponsor.
C：请求项目管理办公室(PMO)增加团队成员。
Ask the project management office (PMO) for additional team members.
D：执行资源优化
Perform resource optimization.
正确答案：A 你的答案：A
解析：参考答案：A 解析：时间不够，要赶工或进度压缩。D选项，资源平衡的工期会变长，资源平滑工期不变。
182、[单选]一个项目由五个任务组成。 —任务A将需要五天时间才能完成，且可以立即开始。 —任务B将需要四天才能完成，但只能在任务A完成后才能开始。 —任务C将需要三天才能完成，并且在开始之前独立于任何其他任务。 —任务D将需要七天才能完成，但只能在任务C完成后才能开始。 —任务E将需要五天才能完成，但只能在任务B和D完成后才能开始。 项目的关键路径是什么？
A project consists of five tasks. -Task A will take five days to complete and can begin immediately. -Task B will take four days to complete, but can begin only after task A has finished -Task C will take three days to complete, and is independent of any other tasks before it can begin. -Task D will take seven days to complete, but can begin only after task C is finished -Task E will take five days to complete, but can begin only after both tasks B and D have finished What is the project's critical path ?
A：A—B—E
A—B—E
B：C—D—E
C—D—E
C：A—B—D—E
A—B—D—E
D：C—B—D—E
C—B—D—E
正确答案：B 你的答案：B
解析：参考答案：B 解析：pmbok6的210页6.5.2.2关键路径法：两条路径，A-B-E14 天，C-D-E15 天，后者是关键路径。选B
183、[单选]一个新项目完工所需成本的不确定性很高。项目经理应该用什么方法来确定预期成本？
A new project has high uncertainly in the cost required for completion.What approach should the project manager use to determine the expected costs?
A：类比估算
Analogous estimating
B：统计技术估算
Statistical techniques estimating
C：参数估算
Parametric estimating
D：三点估算
Three-Point estimating
正确答案：D 你的答案：D
解析：参考答案：D 解析：不确定情况下估算方法，三点估算。
184、[单选]项目经理正在为一个新项目制定项目进度计划，根据项目经理的经验，该项目需要两年才能完成。然而，公司总监要求该项目在18个月内完成。项目经理应该怎么做？
A project manager has prepared project schedule for a new project. According to the project manager’s experience, the project will take two years to complete. However, the company director requests that the project is to be completed in 18 months. What should the project manager do?
A：根据总监的要求修订项目进度计划
Revise the project schedule based on the director’s request.
B：使用资源平衡，来平均项目团队成员的任务
Use resource leveling to even out project team member tasks.
C：减少项目范围以满足修订的项目进度计划
Reduce the project scope to meet the revised project schedule.
D：保持项目进度计划不变，但显示这种变更对其他制约因素的影响
Keep the project schedule unchanged, but show the impact this change would have on other constraints.
正确答案：A 你的答案：D
解析：参考答案：A 解析：PMBOK（6）P207-6.5.1.2制定进度计划-项目文件-假设日志。记录的假设条件和制约因素可能造成影响项目进度的单个风险等。
185、[单选]在一次迭代结束时，一位团队成员告诉项目经理，由于几天前出现了无法解决的问题， 一个计划任务未完成。若要在将来避免这种情况，项目经理应该怎么做？
At the end of an iteration, a team member tells the project manager that a planned task is unfinished because of an issue that appeared several days ago but unable to be resolved. What should the project manager do to prevent this type of situation in the future?
A：在回顾总结会议上讨论该问题
Discuss the issue during the retrospective
B：在演示中说明该问题
Address the issue in the demo
C：在下一次迭代规划会上讨论该问题
Discuss the issue during the next iteration planning meeting
D：在下一次迭代每日站立会上审查该问题
Review the issue in the next daily standup meeting
正确答案：A 你的答案：A
解析：参考答案：A 解析：pmbok6的230页6.6.3.5项目文件更新：避免未来发生，要总结经验教训并更新到组织过程资产中。A 是总结经验教训。
186、[单选]项目经理通过将工作包分解到活动中去，识别并记录产生项目可交付成果的具体行动， 结果将产生哪一份文件？
A project manager identifies and documents the specific actions that produce project deliverables by breaking down work packages into activities. What document will be produced as a result?
A：资源分解结构(RBS)
Resource breakdown structure (RBS)
B：活动资源需求
Activity resource requirements
C：里程碑清单
Milestone list
D：活动持续时间估算
Activity duration estimates
正确答案：C 你的答案：C
解析：参考答案：C。 解析：PMBOK（6）P185，考点为定义活动的输出（活动清单，活动属性，里程碑清单）。
187、[单选]项目经理正在多个国家领导一项产品部署工作，最终部署时间非常紧迫，项目经理必须快速准备估算，项目经理应该使用什么估算技术？
A project manager is leading a product deployment effort in several countries. The final deployment has a tight schedule and the project manager must prepare an estimate quickly.what estimating technique should the project manager use?
A：类比估算
Analogous estimating
B：参数估算
Parametric estimating
C：自下而上估算
Bottom-up estimating
D：三点估算法
Three-point estimating
正确答案：A 你的答案：A
解析：7.2.2 估算成本：工具与技术 7.2.2.2 类比估算 A最快速。时间紧迫，PM根据经验做类比估算，速度最快。
188、[单选]项目任务落后于进度。为了确保项目按时完成，项目经理聘请另一名工程师来完成任务。项目经理使用的是什么技术？
A project task is behind schedule.To ensure that the project completes on time,the project manager hires another engineer to work on the task.What technique did the project manager use?
A：快速跟进
Fast tracking
B：资源平衡
Resource leveling
C：资源平滑
Resource smoothing
D：赶工
Crashing
正确答案：D 你的答案：D
解析：时间不够，增加资源，是赶工。 6.6.2.6 进度压缩 赶工。通过增加资源，以最小的成本代价来压缩进度工期的一种技术。赶工只适用于那些通过增加 资源就能缩短持续时间的，且位于关键路径上的活动。
189、[单选]在一个IT基础设施设备项目的执行阶段，IT经理要求提供比预算中最初包含的服务器更昂贵的服务器，项目经理应该怎么做？
During the execution phase of an IT infrastructure project,the IT manager requests a more expensive server than the one that was initially included in the budget.What should the project manager do?
A：执行风险评估
Conduct a risk assessment
B：提出变更请求
Initiate a change request
C：在范围说明书中核实该请求
Validate the request with a scope statement
D：批准该请求
Approve the request
正确答案：B 你的答案：B
解析：说明解析：PMBOK（6）P113-4.6实施整体变更控制。比预算更贵的服务器变更了预算，提出变更请求，按照变更控制流程去获得批准。选项A：题目非常明确，如果满足IT经理的要求将超出预算，无需执行风险评估，是变更问题。 选项C：预算增加在范围说明书中看不到预算内容，应该合适成本基准。选项D：在没有经过变更控制获得批准之前，项目经理无权批准超出预算的变更。
190、[单选]项目团队正在努力进行可交付成果的工作，以满足计划的进度。一名团队成员发现范围蔓延正在影响项目成本。项目经理应该怎么做？
A project team is working hard on deliverables to meet the planned schedule.One team member identifies that scope creep is affecting project costs. What should the project management do?
A：执行风险评估和范围变更管理程序
Perform risk assessment and scope change management procedures
B：允许范围蔓延，并与变更控制委员会(CCB)沟通以获得批准
Allow the scope creep and communicate it to the Change Control Board(CCB) for approval
C：估算对项目的影响，并将结果传达给项目相关方
Estimate the impact on the project and communicate the findings to project stakeholders
D：调查为什么会发生范围蔓延，并立即启动变更管理程序
Investigate why scope creep occurred and immediately initiate change management
正确答案：D 你的答案：D
解析：说明解析：PMBOK（6）P157-5.6控制范围。管理范围基准变更的过程。发现了范围蔓延，影响了项目成本，首先调查原因，并且启动变更管理程序。选项A：范围蔓延已经出现，是一个问题，不进行风险评估。选项B：项目不允许范围蔓延，获得批准后才可以变更范围。选项C：现在是要处理范围蔓延的问题，评估并传达给相关方无助于问题的解决。
191、[单选]一个项目遇到困难,且项目状态报告到期。但是,项目发起人正在休假。项目经理应该做什么?
A project is experiencing difficulties and the project status report is due.However,the project sponsor is on leave.What should the project manager do?
A：要求团队成员直接将项目进度传达给他们的业务联系人
Ask team members to directly communicate the project's progress to their business contact
B：将状态报告发送到项目管理办公室(PMO),并要求PMO经理分发摘要
Send the status report to the project management office(PMO),and ask the PMO manager to distribute a summary.
C：按计划发送状态报告
Send the status report as planned
D：暂停分发状态报告,直到项目发起人休假回来
Hold distribution of the status report until the project sponsor returns.
正确答案：C 你的答案：C
解析：项目状态报告（绩效报告之一）不仅仅发给发起人，发起人休假也要正常发布。
192、[单选]一个软件升级项目的首席开发人员提出一些増强功能建议，认为这些增强功能会改进项目整体实施和最终用户体验。项目经理应该怎么做？
The leading developer of a software upgrade project has made some suggestions on enhancement, indicating that these enhancements will improve the overall implementation of the project and the end user experience. What should the project manager do?
A：提交变更请求
To submit a change request
B：确定对进度计划和成本的影响，评估该变更的可行性
To determine the impact on schedule and cost and assess the feasibility of the change
C：与项目相关方开会，确定是否应该包含这些増强功能
To hold a meeting with project stakeholders to determine if these should be included
D：批准建议的增强功能
To approve the suggested enhancements
正确答案：B 你的答案：B
解析：解析：参见PMBOK第6版 4.6 实施整体变更控制。B内部变更，应先分析影响。在批准变更之前，可能需要了解变更对进度的影响和对成本的影响。
193、[单选]一个新的政府法规将要求对一个处于开发阶段的产品进行变更。项目团队在项目开始时修订项目管理计划以实施新的需求，而非在后期添加需求。这应该使用什么类型的变更请求？
A new government regulation will require changes to a product under development. The project team revises the project management plan at the start of the project to implement new requirements rather than add requirements later. What type of change request should be used?
A：纠正措施
Corrective action
B：主动措施
Active action
C：预防措施
Preventive action
D：更新措施
Update action
正确答案：D 你的答案：D
解析：参考答案：D 解析：直接更新项目管理计划，调整范围基准，属于更新的变更策略，D选项最准确。
194、[单选]在项目执行阶段，项目发起人直接与团队成员和分包商沟通。项目发起人偶尔向他们提供有关实施方法、工作技巧和任务排序的指导。项目经理应该怎么做？
During the project execution phase,project sponsors communicate directly with team members and subcontractors.Project sponsors occasionally provide them with guidance on implementation methods,work skills, and task sequencing.What should the project manager do?
A：使用人际关系技能让项目发起人查阅沟通管理计划
Use interpersonal skills to let project sponsors view communication management plans
B：更新相关方参与计划， 禁止项目发起人与团队和分包商直接沟通
Update the relevant parties to participate in the plan, prohibit project sponsors from communicating directly with teams and subcontractors
C：更新执行、负责、 咨询和知情(RACI)矩阵
Update execution, responsibility,consulting and informed (RACI) Matrix
D：将项目发起人与团队 和分包商的沟通更新到问题日志
Update the project sponsors and teams communication with subcontractors to the problem log
正确答案：A 你的答案：A
解析：说明解析：PMBOK（6）P377-10.1.3.1规划沟通管理-沟通管理计划。描述将如何规划、结构化、执行与监督项目沟通。包括接收信息的人员或群体，他们的需要、需求和期望。包括负责沟通相关信息的人员等。选项B：禁止发起人不能做，也做不到。选项C：在RACI矩阵中界定项目团队的责任，不包括发起人。选项D：更新问题日志时应记录出现的问题及其处理进展和解决办法，采取了解决措施后才更新问题日志。
195、[单选]一次项目审计发现，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
正确答案：A 你的答案：A
解析：4.6.3.3 变更日志，变更影响分析，以及变更审批结果，都应记录在变更日志中。因此在变更日志中能找到变更被拒绝的原因。
196、[单选]项目经理向所有相关方发送定期状态报告，报告内容包括项目成就列表，即将完成的目标和目前的挑战。但是，一些相关方仍抱怨说他们不了解项目的状态。项目经理应该怎么做？
A project manager sends out regular status reports to all stakeholders with bulleted lists of project accomplishments,upcoming objectives,and current challenges.However,some stakeholders still complain that they do not understand the project's status.What should the project manager do?
A：联系这些相关方以了解他们担心的问题，并在实施变更之前遵循变更请求过程
Contact those stakeholders to understand their concerns, and follow the change request process prior to implementing changes
B：向这些相关方分布一些新的，更详细的状态报告
Distribute a new,more-detailed status report to those stakeholders
C：要求这些相关方审查沟通管理计划并向他们提供最新的状态报告
Ask those stakeholders to review the communications management plan and provide them with an updated status report
D：与这些相关方和项目团队开会，以提供更详细的项目状态更新
Meet with those stakeholders and the project team to provide a more-detailed project status update
正确答案：C 你的答案：C
解析：解析：PMBOK（6）P392-10.3.3.1监督沟通-工作绩效信息。包括对沟通的反馈，例如沟通效果的调查结果。工作绩效信息包括沟通状态报告。沟通是按照沟通管理计划进行的。选项A：不符合题目要求回答的内容。选项B：别人要求就多分享不可取，执行计划，按照沟通管理计划分享信息。选项D：应该按照沟通管理计划提供信息，不是按照相关方的抱怨提供信息。
197、[单选]项目经理定义项目范围后，团队成员对项目需求表示不满。他们要求审查范围说明书来分析风险，并进一步澄清范围。项目经理应该怎么做？
After the project manager defines the scope of the project, the team members are dissatisfied with the project requirements. They asked for a review of the scope statement to analyze the risks and further clarify the scope. What should the project manager do?
A：忽略该请求，并指示团队保持已定义的范围
Ignore the request and instruct the team to maintain the defined scope
B：与团队成员召开引导式研讨会
Conduct guided seminars with team members
C：要求团队成员创建一份亲和图
Ask team members to create an affinity map
D：要求团队成员召开头脑风暴会议
Ask team members to brainstorm meetings
正确答案：B 你的答案：B
解析：解析：PMBOK（6）P154-5.3.3.1定义范围-范围说明书。范围说明书代表项目相关方之间就项目范围所达成的共识，因此对于团队成员澄清范围的需求应该考虑。通过召开引导式研讨会建立共识。选项A：不能忽略团队成员对范围澄清的需求。选项C：亲和图是一项分组技术，不符合题意。 选项D：头脑风暴会是产生多种创意的技术，无助于对范围达成共识。
198、[单选]项目经理必须创建一个项目的工作分解结构（WBS）,并分析项目范围的技术细节。项目经理应使用什么工具或技术？
The project manager must create a project's work breakdown structure (WBS) and analyze the technical details of the project scope. What tools or techniques should the project manager use?
A：头脑风暴
Brainstorming
B：亲和图
Affinity diagram
C：专家判断
Expert judgement
D：紧前关系绘图法
Precedence Diagramming Method（PDM）
正确答案：C 你的答案：C
解析：定位：（管理）创建WBS 解析：PMBOK（6）P162-5.4.2.1创建WBS-专家判断。应征求具备类似项目知识或经验的个人或小组的意见。选项A：头脑风暴是一种收集多种创意的技术。 选项B：亲和图是分组图。选项D：是绘制网络图的方法。
199、[单选]涉及一家全球公司10家分公司的项目即将完成，项目经理正在安排召开一次经验教训总结会议，项目经理应该邀请谁来参加会议？
A project that involves 10 branches of a global company is nearing completion.The project manager is scheduling a lessons learned meeting. Who should the project manager invite to the meeting?
A：所有相关方
All stakeholders
B：项目经理的业务部门主管
Head of the business unit of the project manager
C：项目团队的所有成员
All members of the project team
D：高级管理层
Senior management
正确答案：A 你的答案：A
解析：总结经验教训需要从多个角度来进行复盘讨论，所以需要尽可能多的相关方参加。
200、[单选]项目经理已经完成识别相关方的工作。之前，由于没有对项目经理和相关方的影响力或职权方面规定区别，项目经理在管理相关方方面有困难，在相关方登记册中需要包含哪一些信息？
A project manager has completed the identification of stakeholders.Previously,the project manager had difficulty managing stakeholders because no distinctions were made among them regarding influence or authority. What information needs to be included in the stakeholder register?
A：新相关方的变更请求
Change requests for new stakeholders
B：相关方效益管理计划
Stakeholder benefits management plan
C：相关方参与计划
Stakeholder engagement plan
D：相关方分类
Stakeholder classification
正确答案：D 你的答案：D
解析：说明解析：PMBOK（6）P514-13.1.3.1识别相关方-相关方登记册。包括相关方分类。选项A：新相关方的变更请求不包括在相关方登记册中。选项B：相关方效益管理计划不包括在相关方登记册中。 选项C：相关方参与计划确定用于促进相关方有效参与决策和执行的策略和行动，不包括在相关方登记册中。
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