51、[单选]项目经理在制定项目进度计划时，希望按照符合逻辑的方式排列任务顺序，并使用至少有高级的承包商。项目经理应该查阅哪份文件？
The project manager wants to arrange the task order in a logical way and use at least a noble contractor while developing the project schedule. Which document should the project manager check?
A：里程碑清单
List of milestones
B：项目范围说明书
Project scope statement
C：活动清单
Activity list
D：活动属性
Activity attributes
正确答案：D 你的答案：D
解析：PMBOK（6）P186-6.2.3.2定义活动-活动属性。包括唯一标识和活动标签或名称；活动描述、紧前活动、紧后活动、逻辑关系等。
52、[单选]一些新需求在项目范围批准后被识别。项目经理应该做什么？
After approval of project scope, new requirements are identified. What should the project manager do?
A：调整范围
Adjust the scope
B：按原计划继续
Continue as planned
C：评估影响
Assess the impac
D：修订各种计划
Amend the various plans
正确答案：C 你的答案：C
解析：解析：项目范围已经被批准，发现新的需求需要走变更流程。参考PMBOK第6版 中 “实施整体变更控制” 引言。
53、[单选]每次你与你的项目发起人会面，她都要强调对于你的新的电子商务项目的成本控制的必要性。她经常询问你成本业绩方面的问题，诸如哪一个预算达到了哪一个没有达到。为了回答她的问题，你应该提供
Each time you meet with your project sponsor, she emphasizes the need for cost control on your new-business project. She always asks you about cost performance in terms of which budgets have been met and which have been met and which have not. To answer her concerns, you should provide
A：绩效测量基准
Cost Performance baseline
B：业绩衡量图表
Performance measurement graphs and charts
C：资源生产力分析
Resource productivity analyses
D：趋势分析统计
Trend analysis statistics
正确答案：A 你的答案：A
解析：7.4.1.1 控制成本-输入-1.项目管理计划中的成本绩效基准：将绩效测量基准与实际结果比较，以决定是否 有必要进行变更、采取纠正措施或预防措施。
54、[单选]下列哪个选项描述的是应急储备金？
Which of the following options describes contingency reserve?
A：为未计划的项目范围和成本变更而储备的预算
Budget reserved for unplanned changes to project scope and cost
B：为掩盖较差的业绩而储备的预算
Budget reserved for covering poor performance
C：为未计划但是可能由于风险登记册中登记风险成真而潜在要求的变更而储备的预算
Budget reserved for unplanned but potential required changes that can result from realized risks identified in the risk register
D：为支付批准变更所产生的超支费用而储备的预算
Budget reserved for covering cost overrun due to approved changes
正确答案：C 你的答案：C
解析：7.2.2.6-储备分析。 为应对成本的不确定性，成本估算中可以包括应急储备（有时称为“应急费用”）。 应急储备是包含在成本基准内的一部分预算，用来应对已识别的风险；应急储备还通常是预算 的一部分，用来应对那些会影响项目的“已知 — 未知”风险。
55、[单选]某停车场能容纳1000辆车。停车场业主刚刚启动一个改造项目，以便升级车辆进出管理系统和停车引导系统。为了确保项目成功实施，必须记录详细的需求。作为项目经理应该怎么做?
The accommodation capacity of a parking lot is 1,000 cars. The parking lot owner has just kicked-off a renovation project to upgrade the vehicle access management system and the parking guidance system. To ensure the successful project execution, the requests must be recorded in details. What should the project manager do?
A：鼓励项目相关方尽早参与进来
To encourage the stakeholder to participate in the project as early as possible
B：根据需求确定项目目标
To identify project goal based on specific needs
C：对需求变化进行实时监控
To monitor the change in requests in real time
D：定期召开项目状态评审会议
Tp hold project status review sessions at regular intervals
正确答案：A 你的答案：A
解析：PMBOK（6）P141-5.2.1.3收集需求-项目文件-相关方登记册。为了保证项目成功向相关方收集需求，需要输入相关方登记册。相关方登记册用于了解哪些相关方能够提供需求方面的信息，记录相关方对项目的需求和期望。让更多的相关方参与有助于需求收集。
56、[单选]你是建设一个生猪养殖厂项目的经理。当地居民和环保团体反对该项目。他们已经提供了一系列数据显示厂里焚烧的内脏和猪尸体将产生有害的甚至有毒的气体，对当地居民有危害。他们威胁要将公司告上法庭。你发现你的大量时间花费在平息他们的担忧。在花费大量时间和精力之后，你说服管理层同意将项目迁至一个新的镇外的厂址。这是以下哪种风险反应的例子：
You are the project manager for the construction of a hog rendering plant. Local residents and environmental groups are opposed to this project. They have produced reams of data showing that the volume of entrails and carcasses burned at the site will cause noxious-and possibly toxic-fumes to which the residents will be exposed. They have threatened to take your company to court. You find you are spending most of your time trying to work with these groups to alleviate their concerns. After so much time and effort in these meetings, you convince management to move this project to a different site outside town. This is an example of which of the following risk responses?
A：被动接受
Passive acceptance
B：主动接受
Active acceptance
C：缓解风险
Mitigation
D：回避风险
Avoidance
正确答案：D 你的答案：D
解析：解析：注意：你需要明确风险是什么？是居民将公司告上法庭？是工厂产生有毒气体，危害了当地居民？出处：PMBOK第6版 中11.5.2.1 规避 解析： 1. 题干表明，风险为公司很可能因有毒气体危害居民而被告上法庭； 2. 规避是指采取行动来消除威胁，或保护项目免受威胁的影响。适用于发生概率较高，且具有严重负面影响的高优先级威胁。 出处：11.5.2.4
57、[单选]一个项目的项目经理被替换，新的项目经理识别到项目超出预算并落后于进度计划，新项目经理首先应该做什么？
The project manager of a project was replaced. The new project manager identified that the project exceeded the budget and was behind the schedule. What should the new project manager do first?
A：要求项目发起人增加预算并延长进度计划
Ask the project sponsor to increase the budget and extend the schedule
B：获得发起人授权重新组织团队
Obtain the sponsor's authorization to reorganize the team
C：减少范围去满足初始预算和进度
Reduce the scope to meet initial budget and schedule
D：识别改进区域加强监控
Identify improvement areas and strengthen monitoring
正确答案：D 你的答案：D
解析：考点：4.6 实施整体变更控制。新PM发现项目进度落后成本超支，应该先进行偏差程度分析和原因分析，然后再根据偏差的程度决定是否需要提交变更申请。有些小的偏差不一定需要变更基准，通过后续的一些控制和改进也可以达到纠偏的效果。A和C都直接对基准进行了变更，不正确；B重新组织团队，更加不现实。D识别改进区域加强监控，意在努力通过不变更基准的情况下纠偏，符合题意。
58、[单选]一个成本控制敏感项目团队分布在三个位置——存在时区、语言、沟通问题。若要解决这些问题，项目经理应该怎么做？
A cost-control-sensitive project has teams in three locations-with time-zone, language and communication issues. What should the project manager do to manage these issues?
A：召开定期的视频会议
Hold periodic video-conferencing meetings
B：使用电子邮件让沟通可跟踪
Make communications traceable using email
C：使用拉式沟通方法
Use the pull communication method
D：确保关键任务分配给处于单独位置的团队
Ensure that critical tasks are assigned to a single location
正确答案：B 你的答案：B
解析：由于是成本控制敏感项目，且存在时差，因此召开定期视频会议不合适。使用拉式沟通方法要求接收者自主自行地访问信息内容，不如使用电子邮件让沟通可跟踪的沟通效果好。
59、[单选]项目办公室刚刚发布给你一份项目状况检查报告。当你看到在执行总结中标题为“建议”的章节时，你的心情激动起来：你又一次被批评没有为项目提供足够的支持细节。尽管报告没有举例，但是你记得在PMBOK中看到过支持细节，它包括如下全部，除了
The project office just issued you a project health check report. Your heart races with anticipation as you scan the euphemistically entitled “recommendations” in the executive summary. Once again, you have been criticized for failing to provide sufficient supporting detail about the project. Although the report does not provide examples, you remember reading about supporting detail in the PMBOK It includes all the following except.
A：命令和交付进度
Order and delivery schedules
B：现金流推算
Cash-flow projections
C：最好和最坏情况下的备用进度表
Best-and worst-case alternative schedules
D：相关方职位报告
Stakeholder position papers
正确答案：D 你的答案：D
解析：进度数据：可以包括资源直方图、现金流预测、订购与交付进度安排等
60、[单选]某项目主要依靠外部组织的力量来完成，其中一个合同的期限预计为3年，价格可能高达500万美元。买方想要采用总价合同，但又担心潜在卖方在报价中计入过高的通货膨胀应急储备。买方应该选择什么合同？
A project is completed by relying on the strength of external organization. The term of a contract is expected to be 3 years, and the price might be up to $5 million. The buyer intends to use lump-sum contract, but has a concern that the potential seller records excessive inflation emergency reserves in the offer. What kind of contract should the buyer choose?
A：固定总价合同
Firm Fixed Price (FFP)
B：总价加激励费用合同
Fixed Price Incentive Fee (FPIF)
C：总价加奖励费用合同
Fixed Price Reward Fee
D：总价加经济价格调整合同
Fixed Price plus Economic Price Adjustment (FP-EPA)
正确答案：D 你的答案：D
解析：PMBOK（6）P471-12.1.1.6规划采购管理-组织过程资产-合同类型-总价家经济价格调整。
61、[单选]在项目中途，一名团队成员告知项目经理，鉴于项目范围的复杂性，估算的项目进度不充分，项目经理首先应该怎么做？
Halfway through the project, a team member told the project manager that, given the complexity of the project scope, the estimated project was not progressing sufficiently, what should the project manager do first?
A：管理风险并实施风险响应活动
Managing risk and implementing risk response activities
B：分析报告以确定最佳的行动措施
Analyze reports to identify best practices
C：收集并记录经验教训
Collecting and documenting lessons learned
D：执行详细的分析，如需要的话可提交变更请求
Perform detailed analysis and submit change requests if needed
正确答案：D 你的答案：D
解析：根据题意，项目中途，由于项目范围的复杂性，之前估算的项目进度不充分，项目经理首先要处理这个问题，处理的前提是进行详细分析，如果需要就提交变更请求。
62、[单选]在演示和审查会议期间，进度报告显示一个敏捷项目脱离正轨，项目经理感到很惊讶，因为所有工作都是经过有目的性的选择和排序以满足更高层级的目标。 若要预防这种沟通不畅的问题，项目经理应该事先做什么？
During the presentation and review sessions, the project progress report indicates that an agile project is off-track, and the project manager is very astonished because all works are purposefully selected and sorted to meet the higher-level goals. To prevent this issue of poor communication, what should the project manager do beforehand?
A：鼓励团队自行组织并项目提供支持
To encourage the team to organize and support the project
B：创建一份应急储备
To generate emergency reserves
C：让团队参与记录敏捷进度报告系统
To involve the team in recording the agile progress reporting system
D：培训并指导团队使用敏捷方法
To train and guide the team how to use agile methods
正确答案：D 你的答案：D
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。 敏捷项目正脱轨，项目经理不受控，沟通不畅，对于工作的优先级排序被认为满足目标，显然是对敏捷项目管理缺乏应有的能力，应进行敏捷项目管理培训。
63、[单选]一个项目都有特定的服务水平协议，以保证对客户的服务质量。项目经理应使用什么样的工具，来确定该服务的稳定性，以及他的可预测性？
A project has specific service level agreements which assure quality of service to the customer what tool can the project manager use to determine that the service is stable or has a predictable performance?
A：控制图
Control charts
B：帕累托图
Pareto charts
C：流程图
Flowcharts
D：标杆对照
Benchmarking
正确答案：A 你的答案：A
解析：所属知识领域：项目质量管理。解析：在实施质量控制过程中，需要收集和分析控制图中的相关数据，来指明项目过程与产品的质量状态。控制图直观地反映某个过程随时间推移的运行情况，以及何时发生了特殊原因引起的变化，导致该过程失控。控制图以图形方式回答这个问题：“该过程的偏差是在可接受的界限内吗？”控制图中的数据点可以显示过程的随机波动、突然跳跃或偏差逐渐扩大的趋势。通过持续监测一个过程的输出，控制图有助于评价过程变更是否达到了预期的改进效果。B 用来选择最值得解决的问题；C 显示各步骤的关系用来预测问题；D 用来比较以确定最佳实践。对各个工具的用途要弄清楚。
64、[单选]项目团队成员担心一项批准的变更请求会增加范围，延长时间线，但是却不增加预算。项目经理应该怎么做？
Project team members are concerned that an approved change request might expend the scope, delay the timeline, but does not include the additional budget. What should the project manager do?
A：寻求可选替代方案，在现有预算范围内管理工作
Look for alternatives to manage work within the existing budget
B：要求管理层增加预算
Ask management for a budget increase
C：激励团队面对挑战
Motivate the team to meet the challenge
D：拒绝批准的变更请求
Reject the approved change request
正确答案：A 你的答案：A
解析：项目经理和项目团队应该按照批准的变更执行工作。
65、[单选]项目经理向项目发起人提供增加一个新功能所需的预计活动费用。项目经理参考 WBS 和历史数据后，预计这项活动实际上需要 20 天，在最坏情况下的需要 32 天，在最好情况下需要 14 天。如果每天的费用为$140 元,则增加这项新功能的预计费用是多少？
The project manager provides the project sponsor with an expected activity cost for adding a new feature. The project manager refers to the WBS and historical data, and estimates that the activity requires 20 days realistically,32days in worst case scenario and 14days in a best case scenario. If the cost per day is $140, what is the expected cost to add the new feature?
A：$2,520
$2,520
B：$2,940
$2,940
C：$3,080
$3,080
D：$3,640
$3,640
正确答案：B 你的答案：A
解析：本题考查的是 PERT 法，又称三点估算法。均值 e(t)=(14+4*20+32)/6=21 天，预计费用=21*$140=2940
66、[单选]在于项目团队成员的非正式谈话中，项目经理发现某个关键部分的供应商在执行一个已获批准的产品变更时有问题。项目经理接下来应执行下列哪一项？
In informal conversations with project team members, the project manager found that a key part of the vendor was having problems executing an approved product change. Which of the following should the project manager do next?
A：实施对供应商的质量审计
Implement quality audits for suppliers
B：安排一次变更控制会议
Schedule a Change Control meeting
C：审查供应商的工作绩效
Review supplier's work performance
D：与供应商的高级经理谈话
Talk to the senior manager of the Supplier
正确答案：C 你的答案：C
解析：见PMBOK第6版 中 12.3.2.3 /数据分析, 绩效审查。对照协议，对质量、资源、进度和成本绩效进行测量、比较和分析，以审查合同工作的绩效。它可以包括买方开展的检查、对卖方所编相关文件的审查，以及在卖方实施工作期间进行的质量审计。
67、[单选]连续的降雨导致山洪暴发，道路被冲毁。如果未来一段时间内继续降雨，道路抢修需要20天；如果晴天，10天就可以修好；不过，从未来一段的天气预报情况推测，最有可能12天完成。完成道路抢修的期望工期为？
Continuous rainfall causes flash floods and roads are washed out. If it will continue raining for a few days, the road repair work takes 20 days; if it is sunny, 10 days will be enough; however, it is most likely to be completed in 12 days according to the weather forecast. What is the expected period of completing the road repair work?
A：13天
13 days
B：15天
15 days
C：12天
12 days
D：14天
14 days
正确答案：A 你的答案：A
解析：贝塔分布。tE = (tO + 4tM + tP) / 6。（20+10+4*12）/6=13
68、[单选]项目的客户告诉项目经理他已经没钱了，不能再支付该项目。项目经理应该首先做什么？
The customer on a project tells the project manager he has run out of money to pay for the project. What should the project manager do FIRST?
A：推迟进度中的多数项目工作，以给客户时间去寻找资金
Shift more of the work to later in the schedule to allow time for the customer to get the funds
B：进入行政收尾
Enter administrative closure
C：停止工作
Stop work
D：解散一部分项目团队
Release part of the project team
正确答案：B 你的答案：B
解析：每个项目都必须收尾，行政收尾给执行机构带来好处，所以停止工作(选项C)不对。选项 A 和 D 不能解决这个问题，它们只是推迟处理它。 当中断项目资金投入后，即项目提前结束，应执行项目收尾过程。项目收尾包含产品或服务的移交、行政收尾和采办收尾三方面。
69、[单选]有一部分项目工作从外部资源采购，项目团队制定采购计划，并向多个供应商发出建议邀请书，团队从潜在供应商那里获得关于工作的询问，为向潜在供应商提供响应，项目团队应该怎么做？
A portion of the project work is sourced from external sources, the project team makes the purchase plan and sends out a proposal invitation to multiple vendors, the team obtains inquiries about the work from the potential suppliers, and what the project team should do to provide responses to potential suppliers.
A：向每一位供应商发送单独回复
Send a separate reply to each supplier
B：在项目团队中为每一位供应商指定单个联系人
Assign individual contacts to each vendor in the project team
C：修订建议邀请书，将对所有问题的回复包含在内，并分发给所有供应商
Revised proposal invitation to include responses to all questions and distribute to all suppliers
D：召开投标人会议，澄清所有供应商的全部问题
Convene a meeting of bidders to clarify all suppliers ' issues
正确答案：D 你的答案：D
解析：投标人会议（又称承包商会议、供货商会议或投标前会议）就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。会议的目的是保证所有潜在卖方对本项采购（包括技术要求和合同要求）都有清楚且一致的理解，保证没有任何投标人会得到特别优待。要把对问题的回答，以修正案的形式纳入采购文件。
70、[单选]项目接近完工，团队成员向项目经理报告一个会影响到重要期限的问题，每周状态报告将在第二天发送主要相关方，项目经理下一步该怎么做？
When the project is nearing completion, the team members report to the project manager a problem that will affect the critical period, and the weekly status report will send the key stakeholders the next day, and what should the project manager do next?
A：更新问题日志，通知发起人并使用问题升级流程，问相关方报告可能延迟
Update the issue log, notify the initiator and use the escalation process to ask the relevant party to report possible delays
B：在下一次状态周报告中通知相关方，与他们讨论可能的解决方案，并请求预算和进度延期
Notify stakeholders in the next status week report about possible solutions and request budget and schedule delays
C：核实这个问题是否包含在风险计划中，如不在，则应该将其包含在内，并编制风险减轻计划
Verify that the issue is included in the risk plan and, if not, include it and prepare a risk mitigation plan
D：更新问题日志，将可以帮助解决问题的所有人员包含在内，并与相关方就此问题进行沟通
Update the issue log, include all people who can help solve the problem, and communicate with relevant parties on this issue
正确答案：D 你的答案：D
解析：9.5.1.2 问题日志，问题日志记录由谁负责在目标日期内解决特定问题，并监督解决情况。
71、[单选]项目选择委员必须在项目 A 和项目 B 之间做出选择，项目 A 的投资回报期为 21 个月，项目B 的成本为 175000 美元，第一年的预期正现金流为 75000 美元，之后每季度的正现金流为 50000美元，项目经理应选择哪一个？
The project selection committee must make a choice between project A and Project B, project A has an investment return period of 21 months, the cost of Project B is $175000, the expected positive cash flow for the first year is $75000, and the positive cash flow for each quarter is 50000 USD, which should the project manager choose?
A：项目 A 或项目 B，因为两个项目投资回报期一样
Project A or project B, as two project investment return periods
B：项目 B，因为项目 A 的投资回报期更长
Project B because the investment return period for project A is longer
C：项目 A，因为项目 B 的投资回报期更长
Project A, because Project B has a longer investment return period
D：项目 B，因为项目 B 的投资回报期更短
Project B because the investment return period for Project B is shorter
正确答案：D 你的答案：D
解析：所属知识领域：项目成本管理。所属过程组：规划过程组。解析：在进行项目选择的商业讨论中，投资回收期指标是一个选择方法，根据题意，项目 A 的回收期是 21 个月，项目 B 的回收期是 18 个月（12 个月加上两个季度 6 个月），所以选 D。考点项目回收期。出处：PMBOK第6版 中 7.1
72、[单选]在识别和了解项目风险过程中,项目团队希望通过图形化方式表现风险。这些关键元素包括决策、不确定元素、因果关系和目标。团队应使用哪种类型的风险图解技术？
While working to identify and understand risk in the project, the project team would like to graphically represent risks by displaying essential including decisions, uncertainties, causality and objectives. The team should use what type of risk diagramming technique?
A：章程图
Charter diagram
B：帕累托图
Pareto diagram
C：德尔菲图
Delphi diagram
D：影响图
Influence diagram
正确答案：D 你的答案：D
解析：11.4.2.5 数据分析之影响图，作为风险定量分析的工具：用图形方法表示变量与结果之间的因果关系、事件时间顺序以及其他关系。另外，四个选项中只有影响图可显示因果关系。
73、[单选]项目经理收到一封正式函件，通知由于组织结构内部调整，某一重要相关方不再作为主抓该项目的负责人，而是作为咨询顾问继续参与项目工作。得到这一信息后，项目经理应该如何处理?
The project manager has received a formal letter, stating that a key stakeholder no longer acts as the project leader, but continues to participate in the project as a consultant due to internal adjustment in the organizational structure. Upon the receipt of this information, what should the project manager do?
A：修改项目文件和项目管理计划
To revise project documents and project management plan
B：通知团队成员，以后不需要再给该相关方发送报告
To notify the team members that there is no need to send a report to such stakeholder in future
C：私下沟通，核实该消息的可靠性
To make private communication to verify the reliability of such information
D：要求项目执行组织解释做出这种调整的理由
To request the project execution organization to explain for performing such adjustment
正确答案：A 你的答案：A
解析：PMBOK（6）P535-13.4.3.3/13.4.3.4监督相关方参与输出-项目管理计划更新、项目文件更新。
74、[单选]在一个工程项目中，项目经理应用了在之前更为复杂项目中成功应用的项目管理方法。项目团队成员抱怨说这类项目的每份文件同行评审需要花费太多的精力。 若要确保质量成本满足项目特征，项目经理应该怎么做？
In one project, the project manager applied a project management method that was successfully applied in a previously more complex project. Project team members complain that it takes a lot of effort to peer review every document of this type of project. What should the project manager do to ensure that quality costs meet project characteristics?
A：省略同行评审
Omitting peer review
B：查询质量测量指标
Query quality metrics
C：执行质量审查
Implementation of quality reviews
D：在计划中考虑质量成本
Consideration of quality costs in planning
正确答案：D 你的答案：C
解析：质量成本是确定为保证质量而付出的成本的一种方法。根据题意，该项目的每份文件都需要同行评审，这样的质量管理成本俨然太高。出现该问题是在规划质量管理时，忽略了对质量成本的考量。所以“若要确保质量成本满足项目特征”，则应该在规划时考虑质量成本。执行阶段出现的问题一般需要往前（启动或规划）找根源。
75、[单选]在某个软件开发项目中，卖方已经按照合同要求圆满地完成了项目工作，这时，买方又要求在合同中添加一项新工作。鉴于上述情况，卖方应该如何做?
In a software development project, the seller has successfully completed the project work in accordance with the requirements as specified in the contract. At this point, the buyer requests to add a new work in the contract. Given this, what should the seller do?
A：开始合同收尾，并要求就新工作签订新合同
To proceed with the contract closing and to request a new contract for the new work
B：同意添加新工作，但要求用成本补偿的方式来做
To agree to add the new work, but request the cost reimbursement
C：拒绝做新工作，因为合同已经完成
To refuse to do new work because the contract has been completed
D：立即开展新工作，以便维护与买方的良好关系
To immediately start the new work to maintain a good relationship with the buyer
正确答案：A 你的答案：A
解析：PMBOK（6）P121-4.7结束项目或阶段。
76、[单选]进行自制或外购分析后，项目经理将已经包含工作分解结构（WBS）中的内容进行外包，项目经理应该采取下列哪一项措施？
After a make-or-buy analysis, the project manager decided to outsource the deliverables that included in the work breakdown structure (WBS). Which of the following should the project manager do next?
A：将需要外包的可交付成果从WBS中移除
Remove deliverables from the WBS that will be outsourced
B：将需要外包的可交付成果保留在 WBS 中
Maintain in the WBS the deliverables that will be outsourced
C：创建另一个 WBS，仅包含将需要外包的可交付成果
Create another WBS includes only the deliverables that will be outsourced
D：等到选定外包供应商后才对 WBS 进行更改
Don’t change anything of the WBS until the outsourcing provider is selected
正确答案：B 你的答案：B
解析：所属过程组：规划过程组。所属知识领域：项目范围管理。解析：WBS 是对项目团队为实现项目目标、创建可交付成果而需要实施的全部工作范围的层级分解。外包的可交付成果仍然是项目目标的组成部分所以不应该移除
77、[单选]一个制造项目预期每周将交付 100，000 件产品，周缺陷率不大于 0.01%。在过去四周内的缺陷率却是 0.3%、0.1%、0.1%和 0.45%。项目经理集合了一支专家队，判定原材料不满足质量规范。项目团队决定将有必要修订原材料检查过程。 项目经理应如何处理这些信息？
A manufacturing project is expected to deliver 100,000 items per week at a weekly defect rate of no more than 0.01 percent. Within the past four weeks, the defect rate was meanwhile 0.3 percent, 0.1 percent, 0.1 percent, and 0.45 percent. The project manager assembles a team of experts that determines that the raw materials do not meet quality specification. The project team decides that a revised raw material inspection process will be necessary. What should the project manager do with this information?
A：执行优势、劣势、机会与威胁（SWOT）分析
Perform a strengths, weaknesses, opportunities, and threats (SWOT) analysis
B：提出变更请求
Initiate a change request
C：请求额外的质量资源
Request additional quality resources
D：开展一致成本研究
Conduct a cost of conformance study
正确答案：B 你的答案：B
解析：修订原材料检查过程需要提变更请求。 对项目产品质量的缺陷补救，属于变更的其中一种，项目经理集合专家分析，属于监控过程中运用专家判断的方法，项目经理通过对项目评估（题目中未提及到是否涉及到项目基准） 做出决策：提出了解决问题的办法就是修订原材料检查过程。所以应提出变更请求来提高产品质量基准。
78、[单选]在合同执行过程中，买方的一名团队成员要求卖方编制并提交了一份合同规定之外的特殊的项目工作绩效报告。卖方为此向买方提出了额外费用索赔，以弥补它编制报告的支出。针对这种情况，买方的采购管理员应该怎么做？
During the project execution, a team member of the buyer requests the seller to prepare and submit a special project performance report that is not specified under the contract. The seller makes a claim for additional costs to the buyer to recover the expense of preparing the report. In this case, what should the buyer’s purchasing administrator do?
A：拒绝卖方的索赔要求，并调查团队成员为什么索要这份报告
To turn down the seller’s claim and to investigate why the team member requests this report
B：请团队成员提出变更请求，以便把该报告加进合同中
To ask the team members to submit a change request to include the report into the contract
C：向卖方支付费用补偿，并采取合理措施
To pay compensation to the seller and to take reasonable action
D：防止团队成员以后再索要类似报告
To prevent team members from requesting any similar reports in future
正确答案：B 你的答案：B
解析：PMBOK（6）P498-12.3.2.2控制采购-索赔管理。谈判时解决所有索赔和争议的首选方法。在整个合同生命周期中，通常会按照合同条款对索赔进行记录、处理、监督和管理。可以通过批准的合同变更将合同之外的工作加入合同中。根据题意：买方一团队成员让卖方提交合同以外的报告，该报告需要额外的成本，卖方提出增加费用，买方采购员对于自己团队成员提出超出合同要求的内容应该请团队成员进行变更，否则卖方的索赔是合理要求。
79、[单选]在项目执行过程中，指定供应商的仓库发生火灾，导致无法按计划为项目提供所需产品。为了不影响项目顺利执行，项目经理决定从原定备用供应商那里.采购所需产品。项目经理的做法属于？
During the project execution, in case of fire accident in the warehouse of the designated supplier, making it impossible to provide the required products as per the plan. To avoid affecting the smooth execution of the project, the project manager decides to purchase the required products from the original alternative supplier. What kind of his practice belongs to?
A：执行权变措施
Execute contingency action
B：执行弹回计划
Perform resilience plan
C：执行应急计划
Execute response plan
D：执行风险转移
Perform risk transfer
正确答案：C 你的答案：C
解析：PMBOK（6）P439-11.5规划风险应对。针对发生的已识别风险制定应急计划。
80、[单选]在管理当前项目的时候，非常重要的一点是要运用从以往项目上积累的经验教训来提高项目管理的水平。因此在结束项目或阶段程序中，回顾下列哪项是比较重要的？
When managing current projects, it is important to use lessons learned from previous projects to improve the organization’s project management process. Therefore, in Close Project or Phase, it is important to review the-
A：曾发生过的中等程度的风险
Secondary risks that occurred
B：风险核对单
Checklists for risk identification
C：工作分解结构词典
WBS dictionary
D：团队成员简历
Team members’ curriculum vitae
正确答案：B 你的答案：B
解析：解析：11.2.2.2 风险核对单。
81、[单选]项目经理了解到主题专家(SME)正在考虑离开公司，该专家资源在其主题领域拥有深厚知识，很难被替代，为确保主题专家能在整个项目期间留在项目中，项目经理与主题专家的经理讨论可能的措施，这些措施应记录在哪些文件中？
The project manager learned that the subject matter expert (SME) was considering leaving the company, the expert resource has deep knowledge in its subject area and is difficult to replace, to ensure that the subject matter expert can remain in the project throughout the project, the project manager discusses possible measures with the manager of the subject matter, and what documents should be recorded in these measures?
A：人力资源计划
Human resources planning
B：风险登记册
Risk Register
C：风险管理计划
Risk management Plan
D：组织分解结构
Organizational Breakdown Structure
正确答案：B 你的答案：B
解析：根据题意，一个关键的、很难被替代的主题专家考虑离开公司，为了应对这个风险，项目经理与主题专家的经理讨论应对措施，这些措施应该记录在风险登记册中。
82、[单选]项目经理注意到正在构建的系统存在多个质量问题，项目经理应该使用什么来跟踪这些问题的解决方案？
Where the project manager notices that there are a few of quality issues with the system under construction, what should the project manager use to track the solution to such issues?
A：变更控制过程
Change the control process
B：质量分析
Quality analysis
C：风险审查
Risk review
D：问题日志
Issue log
正确答案：D 你的答案：D
解析：PMBOK（6）P96-4.3.3.3指导与管理项目工作-问题日志。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。
83、[单选]定期项目评审过程中，项目经理发现挣值（EV）为 50，000 美元，而计划价值（PV）为 30，000 美元。此外，与预先估算的 15，000 美元相比，已经花费了 35，000 美元。 下列哪一种说法描述了项目的当前状态？
During a regular project review, the project manager discovers that the earned value (EV) is US$50,000, compare to the planned value (PV) of US$30,000. In addition, US$35,000 has been spent compared to the pre-estimated US$15,000. What statement describes the project’s current status?
A：处于正常轨道，并与风险管理计划保持一致
On track, and aligned with the risk management plan
B：落后于进度计划，且由于许多变量可能偏移
Behind schedule and, due to many variables, may slip
C：由于有效利用资源，处于正常轨道
On track due to efficient resource utilization
D：由于赶工，超前于进度
Ahead of schedule due to crashing
正确答案：D 你的答案：D
解析：挣值（EV）50，000 美元大于计划价值（PV）30，000 美元，进度提前。
84、[单选]项目团队正在讨论。幸运的是项目经理已经建立了奖励机制和团队建设，有助于鼓励团队进一步合作。团队最近讨论的一件事是他们是否应自己完成一工作包还是外包给其他人。他们现在肯定是在采购过程的哪个阶段？
The project team seems to like to argue; they have argued about everything. Luckily the project manager has set in place a reward system and team building sessions that will help and encourage the team to cooperate more. The latest thing they are arguing about is if they should complete a work package themselves or outsource the work to someone else. What part of the procurement process must they be in?
A：控制采购
Control Procurements
B：规划采购管理
Plan Procurement management
C：实施采购
Conduct Procurements
D：结束采购
Close Procurements
正确答案：B 你的答案：B
解析：12.1.3.6 自制或外购决策 通过自制或外购分析，做出某项特定工作最好由项目团队自己完成，还是需要从外部渠道采 购的决策。
5、[单选]你决定向以前经常为你的公司服务的一家供货商外包合同。该供货商在履行时间表和成本效益方面记录良好，而且与你建立了良好的工作关系。你现在的项目虽然与以前的不同，但是与该供货商完成其它工作类似。在这种情况下，你应该订立什么类型的合同：
You have decided to award a contract to a seller that has provided its services to your company frequently in the past. This seller has a good record in terms of schedule and cost performance, and your working relationship with this seller is excellent. Your current project, although somewhat different from previous projects, is similar to other work the seller has performed. In this situation, to minimize your risk you should award what type of contract?
A：固定价格，附加币值调整
Fixed-price with economic price adjustment
B：固定酬金（固定目标）
Fixed-price incentive (firm target)
C：固定价格
Firm-fixed-price
D：成本加酬金
Cost-plus-award fee
正确答案：C 你的答案：C
解析：解析：PMBOK第6版 中 12.1.1.6 合同的类型
86、[单选]项目经理注意到有一个部门完成每个项目活动花费的时间都比计划长。到目前为止，这些活动/工作包都不在关键路径上，也没有影响到已经发生的关键链计划编制。项目经理担心关键链会出问题，因为接下来的5个关键路径活动中有4个要由该部门完成。项目经理打了3个电话，最后总算能和部门经理说上话了，项目经理想知道发生了什么。对话进行得很慢，因为两个人说的是不一样的母语，他们试着用法语—共同语言—讲话。为了使谈话更容易，项目经理总是让部门经理再说一遍。部门经理说，他的下属遵照一项公司政策，该政策要求2级测试。谈话中，部门经理还作出一些评论，这让项目经理相信该政策会增加工作量。这已经是该项目经理第4次听到这样的评论了。他该怎么办？
The project manager notices that project activities being completed by one department are all taking slightly longer than planned. To date, none of the Activities/work packages have been on the critical path, nor have they affected the critical chain planning that has occurred. The project manager is bothered by the critical chain problem, since four of the next five critical path activities are being completed by this department. After making three calls, the project manager is finally able to converse with the department manager to determine what is going on. The conversation is slow, because both speak different native languages and they are trying to converse in French, a shared language. To make communication easier, the project manager frequently asks the department manager to repeat back what has been said. The department manager communicates that his staff is following a company policy that requires two levels of testing. During the conversation, the department manager also makes a comment that leads the project manager to believe that the policy may include excessive work. This is the fourth time the project manager has heard such a comment. What is the BEST thing to do?
A：编制更好的沟通管理计划，要求该项目使用一种语言，并安排翻译随时候命
Create a better communications management plan that requires only one language to be the universal language on the project and have translators readily available on a moment's notice.
B：联系部门中其他的能更流利的说项目经理母语的成员，来确认部门经理的意见
Contact someone else in the department who speaks the project manager's native language better to confirm the department manager's opinion.
C：确认接下来的活动是否要重新估算
Find out if the upcoming activities should be re-estimated.
D：通过不断的改进存在问题的政策，提高执行机构的效率
Work on increasing the effectiveness of the performing organization by recommending continuous improvement of the policy in question.
正确答案：D 你的答案：D
解析：选项A和选项B是在解决沟通的问题，而这道题问的并非沟通的问题，因为项目经理通过“用法语”和“让部门经理再说一遍”已经解决了沟通的问题，并且对于该评论，项目经理也已经听到4次了，因此并非沟通的问题，所以选项A和选项B不正确。选项C并没有找到问题的关键，问题的关键不是通过重新评估去变更计划，而是因为政策有问题影响执行的效率，所以选项C不正确。选项D找到了问题的关键是政策，通过改进政策提高执行效率，所以选项D正确。
87、[单选]项目经理发现关键路径上一项活动的开始到结束依赖关系遗漏了。项目进度计划已经与客户沟通，若要避免这个问题，项目经理应该事先做什么？
The project manager identifies that a finish-to-start dependency for an activity on the critical path is missing. The project schedule was already communicated to the customer. What should the project manager have done to avoid this issue?
A：审查工作分析结构
Reviewed the work breakdown structure
B：进行进度网络分析
Conducted a schedule network analysis
C：制定风险管理计划
Prepared a risk management plan
D：进行挣值分析
Conducted an earned value analysis
正确答案：B 你的答案：B
解析：规划过程组。所属知识领域：制定进度计划。解析：在排列活动顺序时，紧前关系绘图法是工具，输出项目进度网络图。其他选项和排列活动顺序无关。
88、[单选]在一个软件开发项目的规划阶段，如果比承诺交付时间提前两个月交付产品，公司将获得一份奖励，产品开发的项目经理让编程人员在需求和设计完成之前开始代码编写。这种情况下，项目经理在应用哪项进度技术？
During the planning phase of a software development project, the company is offered an incentive to deliver the product two months earlier than the agreed upon delivery date. The project manager for the product development asks the programmer to start coding before the requirements and design are completed. Which scheduling technique is the project manager applying in this situation?
A：赶工
Crashing
B：快速执行
Fast implementation
C：快速跟进
Fast tracking
D：分阶段执行
Phased implementation
正确答案：C 你的答案：C
解析：见 PMBOK6/6.5.2.6/进度压缩-快速跟进。快速跟进：一种进度压缩技术，讲正常情况下按顺序进行的活动或阶段改为至少是部分并行开展。
89、[单选]项目经理被批准执行一个价值1200万美元为期三年的项目，6个月后，25%项目已完成，项目团队开支为400万美元。 计算完进度绩效指数和成本绩效指数后，下一步应该做什么？
The project manager is approved to execute a US$12million, three-year project. After 25% of the project is completed What is the next step after calculating the schedule performance index and cost performance index?
A：要求更多资金
Ask for more money
B：执行偏差分析
Perform variance analysis
C：制定绩效预测
Develop performance forecast
D：提交变更请求
Submit a change request
正确答案：B 你的答案：B
解析：控制成本之预测。 四个选项的先后顺序为B-C-D-A， 完成SPI和CPI的计算后，应该首先进行偏差分析。分析相对于进度基准和成本基准的偏差原因与程度，并确定是否需要采用纠正或预防措施。 即便要提交变更请求或要求追加预算，也要在进行偏差分析后才能提出。故选项B是最佳参考答案。
90、[单选]项目经理与主题专家（SME）一起估算项目任务。主题专家认为某项活动最可能花45小时完成。但是，在项目团队会议上，相同的活动估计需要花70小时。而有些团队成员认为这项活动能够在32小时内完成。 项目经理应该怎么估算这项活动？
The project manager estimates project tasks with subject matter experts (SMEs). The SMEs feel that an activity will most likely take 45 hours to complete. However, during a project team meeting, the same activity is estimated to take 70 hours. Some team members believe that this activity can be completed within 32 hours. What should the project manager estimate for this activity?
A：32小时
32hours
B：45小时
45hours
C：47小时
47hours
D：70小时
70hours
正确答案：C 你的答案：C
解析：三点估算的公式
91、[单选]在项目上，项目经理带领团队运用头脑风暴法完成了风险识别工作。其中有一个风险，大家都认为发生的可能性很小，但万一发生会有很严重的影响。对这个风险，应该采用什么方法加以监控?
In a project, the project manager leads the team to complete the risk identification by using brainstorming method. In which, one risk is believed by all members to be unlikely, but it will have a material impact if happened. Which method should be used to monitor this risk?
A：帕累托图
Pareto chart
B：控制图
Control diagram
C：散点图
Scatter chart
D：鱼骨图
fishbone diagram
正确答案：B 你的答案：B
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。
92、[单选]项目经理要求风险经理开展每月的定量风险分析。风险经理应该提交什么？
The project manager asks the risk manager to conduct a monthly quantitative risk analysis. What should the risk manager present?
A：蒙特卡洛累积图
Monte Carlo cumulative char
B：风险重新评估
Risk reassessment
C：概率和影响矩阵
Probability and impact matrix
D：根据概率和影响等级来识别风险
Identified risks with probability and impact ratings
正确答案：A 你的答案：A
解析：实施定量风险分析的输出是风险登记册的更新，包括项目的概率分析即蒙特卡洛累积图。 BD是工具不是输出，并且不是定量风险的工具。 C是定性风险分析使用的工具和输出。
93、[单选]项目 A 已经交付给客户 A ，而且开始开展收尾活动. 项目团队将会转到客户Ｂ的项目上工作. 销售经理要求项目经理提供项目Ａ的售后支持. 项目经理应执行下列哪一项？
Project A is delivered to customer A and the closure activities are carried out. The project team will be transferred to work on project B for customer B. The sales manager requests the project manager provide post-sales support for project A. Which of the following should the project manager do？
A：将项目团队转移到项目Ｂ上，开始新的启动活动
Move the project team to project B and start new initiation activities
B：建议销售经理获得新的资源
Suggest the sales manager obtain new resources
C：确保项目Ａ的特定知识已获收集，并移交组织
Ensure project A’s specific knowledge is captured and transferred to the organization
D：拒绝销售经理的请求，并查阅合同
Deny the sales manager’s request and refer to the contract
正确答案：C 你的答案：C
解析：南-4.7结束项目或阶段，项目或阶段行政收尾所需的必要活动包括管理知识分享和传递。
94、[单选]在一个最近的项目状态评审会议上，一名团队成员对其他成员非常不满，而且贬低别人在团队中的地位，这个人属于下列哪项提及的破坏性团队角色？
During a recent status review meeting for your project, one team member was critical of others and seemed to try to diminish their status on the team. This person was assuming which of the following destructive team roles?
A：寻求赞誉者
Recognition seeker
B：阻挡者
Blocker
C：攻击者
Aggressor
D：独断者
Dominator
正确答案：C 你的答案：C
解析：破坏性角色：挑衅者、支配者、吹毛求疵者、多变者、寻求认同者、怕事者、碍事者。建设者角色：发起者、信息搜寻者、提供信息者、鼓舞士气者、澄清者、协调者、民意收集者、守门员。
95、[单选]一家公司正在执行一个关键项目，而该项目可能极大影响到公司的收入。首席执行官非常关注项目成功，并承诺分配所有必要资源。 该首席执行官的参与程度应如何分类？
A company is working on a critical project that could greatly impact company revenues. The CEO has high interest in the project’s success, and is committed to assigning all necessary resources. What should the CEO’s level of engagement be classified?
A：管理
managing
B：领导
Leading
C：参与
Engaging
D：支持
Supportive
正确答案：B 你的答案：B
解析：领导是指相关方知晓项目和潜在影响，并积极致力于保证项目成功。
96、[单选]一家公司正在建设一栋新建筑，该建筑与两年前建造的另一栋建筑具有相同特点，项目发起人需要审查新项目的现金流，以避免上一个项目发生的问题。 项目经理下一步应该怎么做？
A company is constructing a new building which has the same characteristics as another building constructed two years ago. The project sponsor needs to examine the cash flow of new project to avoid the issues that occured in the previous project. What should the project manager do next?
A：审查上一份项目章程
To examine the previous project charter
B：检查上一个项目的经验教训
To check the lessons learned from the previous project
C：制定新的商业论证
To work out a new business case
D：与上一个项目的项目经理沟通
To communicate with the project manager who is in charge of the previous project
正确答案：B 你的答案：B
解析：PMBPOK（6）P79-4.1.1.4制定项目章程输入-组织过程资产。包括历史信息与经验教训知识库。避免重复上一个项目的问题，因此需要查看上一个项目的经验教训登记册，故选项B正确。
97、[单选]你刚被指派负责某项目，该项目正处于项目计划阶段风险管理团队负责人向你报告已完成风险识别工作，该负责人对项目存在很多风险表示很担心，为了有效地管理项目风险，项目经理下一步的工作将如何开展?
Recently, you have been assigned to take charge of a project. This project is in the planning phase. The leader of the risk management team reports to you that he has completed risk identification. This leader is very concerned that the project may have a lot of risks. In order to manage the project risks effectively, what should the project manager do next?
A：通过风险分析确定哪些风险最值得管理
To identify which risks are the most worthy of managing by performing risk analysis
B：为已识别的风险编制有效的应对计划
To prepare an effective response plan for identified risks
C：开展风险分析工作，进一步了解风险
To perform risk analysis, in order to further understand such risks
D：为各项风险指定责任人
To appoint the responsible persons for individual risks
正确答案：C 你的答案：C
解析：PMBOK（6）P395-11项目风险管理。对于已识别风险，进行风险分析，为制定风险应对策略提供基础。根据题意：已经完成了风险识别，接下来就要进行风险分析了。
98、[单选]一个项目的规模已经大到由指导委员会取代单一的项目发起人，项目经理应该怎么做来适应这个新发展？
The scale of a project is so large that the steering committee will replace a single project sponsor. What should the project manager do to adapt to this new development?
A：认识到相关方结构发生了变化，并量身定制与这个团队的沟通
To recognize the changes occurred in the stakeholders' structure and to customize the means of communication with this team
B：按照最初的计划继续工作，同时认识到该项目现在包括其他相关方
To continue working as per the initial planning and to recognize that the project includes other stakeholders
C：为团队组织一次新的指导委员会一起召开的会议，继续进行项目工作
To organize a meeting for the new steering committee and the team to continue the project work
D：与新的委员会分享当前的状态报告
To share the current status report with the new committee
正确答案：A 你的答案：A
解析：PMBOK（6）P535-13.4.3.3监督相关方参与-项目管理计划更新。包括资源管理计划、沟通管理计划、相关方参与计划等。
99、[单选]在项目执行过程中，项目经理评估客户添加更多质量检查请求，由于在初步测试中发现一些缺陷，产品经理对此表示赞同，然而，项目团队却不认为这将有助于实现项目目标，为确保质量，项目经理应该怎么做？
In the execution of the project, the project manager assessed the customer to add more quality inspection requests. The product manager agreed with the defects found in the preliminary tests. However, the project team did not believe that this would help achieve the project objectives. What should the project manager do to ensure quality?
A：修订过程改进计划
Revise the process improvement plan
B：分析工作绩效信息
Analyze the work performance information
C：使用七种基本质量工具
Use seven basic quality tools
D：更新质量管理计划
Update the quality management plan
正确答案：D 你的答案：D
解析：PMBOK（6）P303-8.3.2.4控制质量-测试/产品评估。用于评估各项需求的测试的类型、数量和程度是项目质量管理计划的一部分。增加检查需求，需要更新项目质量管理计划
100、[单选]项目经理在会见员工时，不管自己多么忙，多么疲劳，都一定要聚精会神、一丝不苟地与员工交谈，使每个员工都感觉到自己被重视。根据上述内容，一可以判断以下描述都是正确的，除了
When the project manager meets with employees, no matter how busy or tired, he must be concentrated and conscientious when talking with the employees, so that individual employees feel being regarded. Based on the above, the following descriptions can be judged to be correct, except
A：项目经理的有效沟通可以缩小与下级之间的权力距离
Effective communication conducted by the project manager can reduce the power distance with the subordinate
B：清楚地了解每一个团队成员的需求和期望是项目经理的职责
Clearly understanding the needs and expectations of individual members is the project manager's responsibility
C：项目经理在会见员工时应该充分使用自己的职位权力
The project manager should make full use of his position power when meeting with employees
D：项目团队成员可以跨越直接上级与项目经理直接沟通
Project team members can directly communicate with the project manager instead of reporting to the immediate superior in the first place
正确答案：C 你的答案：C
解析：选项C的错误在于：项目经理是微权力，这个职位没有带给项目经理多大的权威，即使充分使用了职位权力，对于项目管理的作用微乎其微，甚至影响到与团队成员的合作。C错误。另外，项目经理与团队成员是合作伙伴关系，应该尽量避免在团队成员中强化权力，且不说项目经理没有多大权力，也不符合合作关系。D是正确的，在矩阵型组织结构中，团队成员不需要将项目工作汇报给直接上级（职能经理）。
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