101、 [单选] 在与客户进行设计讨论期间,一个所谓的功能被认定为过时,客户的项目经理同意可以将该功能从范围中删除。项目经理下一步应该怎么做?
During the design discussions with the customer, a so-called function was identified as outdated, and the customer's project manager agreed to remove the function from the scope. What should the project manager do next?
A:在项目范围中删除这一项
Delete this item from the project scope
B:遵循正式的变更管理过程
Follow the formal change management process
C:与项目发起人一起审查变更
Review the change with the project sponsor
D:修改关键路径
Modify the critical path
正确答案:B 你的答案:B
解析:PMBOK(6)P113-4.6实施整体变更控制。审查所有变更请求、批准变更,管理对可交付成果、项目文件和项目管理计划的变更,并对变更处理结果进行沟通。
102、 [单选] 一个项目延迟交付,且需要进行变更才能获得理想的可交付成果质量级别,项目经理提出一个正式的变更请求,并与所有相关方沟通变更,然后项目经理得知这种沟通方式未能满足相关方期望,项目经理应该怎么做?
A project has been delayed in delivery and needs to be changed to achieve the desired quality level of deliverables. The project manager made a formal change request and communicated the changes with all stakeholders. Then the project manager learned that this communication method failed to meet stakeholders' expectations. What should the project manager do?
A:审查沟通管理计划和相关方参与计划
Review communication management plan and stakeholder management plan
B:签发变更要求,在项目管理计划中包含相关方的期望
Issue a change request and include stakeholders' expectations in the project management plan
C:与项目发起人开会,以更好地了解相关方的期望
Meet with project sponsor to better understand stakeholders' expectations
D:遵循沟通管理计划,并签发一份状态报告
Follow the communication management plan and issue a status report
正确答案:A 你的答案:A
解析:考点:10.3 监督沟通。首先得明确,本题考的是沟通效果不好怎么做,前面项目状态和变更部分的描述都是背景材料,也是干扰项,首先排除。然后,题眼是沟通方式未能满足相关方期望,这里的沟通方式默认是按照沟通管理计划中制定的方式实施。在监督沟通的过程中,发现沟通失效或效果不好,首先应审核沟通管理计划和相关方参与计划,然后确定是否需要更新这些计划,选A。
103、 [单选] 项目经理管理的一个项目不断面临挑战,发起人经常无法做出决定,团队成员不断从项目离职,得不到来自高级管理层实际的支持。项目经理应该怎么做?
A project managed by the project manager is constantly facing challenges. Its sponsor was often unable to make decisions. Team members continued to leave the project. The project manager could not receive actual support from senior management. What should the project manager do?
A:与团队开会识别造成这种现状的原因,并上报管理层
Hold a meeting with the team to identify the causes of this situation and report it to the management
B:与关键相关方开会决定是否要终止项目
Hold a meeting with key stakeholders to decide whether to terminate the project
C:启用新资源替换离职人员以确保实现项目范围
Enable new resources to replace departing personnel to ensure project scope
D:减少范围确保剩余人员可以完成项目范围
Reduce the scope to ensure that the remaining personnel can complete the project scope
正确答案:A 你的答案:A
解析:考点:4.5 监控项目工作。通过题干描述得知项目状态不好,PM应怎么做?首先应该分析原因,然后才是决定是否要提出变更,通过变更控制流程后执行变更。A 与团队成员开会分析原因然后上报,符合题意。选项B、C、D都是分析原因后,可能采取的后续动作。此题选近不选远,A正确。
104、 [单选] 项目经理完成了一个重要的IT部署项目,项目经理和发布经理确认,所有系统都在正常运行且质量保证团队已经验证这些功能。通知客户之后,项目经理下一步应该怎么做?
The project manager completed an important IT deployment project. The project manager and release manager confirmed that all systems were in normal operation and the QA team has verified these functions. What should the project manager do next after the customer is notified?
A:将经验教训更新到组织知识库中
Update lessons learned into the organizational knowledge base
B:更新风险登记册、项目相关方和项目团队成员
Update risk register, project stakeholders and project team members
C:关闭采购计划
Close the procurement plan
D:确认并完成发布文档
Confirm and complete the publication documents
正确答案:D 你的答案:B
解析:根据题干,经质量保证团队验证,到了质量控制过程,获得了核实的可交付成果,接下来应该是要确认范围让客户验收可交付成果。A、C都是项目收尾阶段的活动,B说变更与题干无关。
105、 [单选] 在项目管理计划获得批准后,项目经理得知该项目的工作环境存在潜在问题,项目经理应该审查哪份文件?
After the project management plan was approved, the project manager learned that there was a potential problem with the project's work environment. Which document should the project manager review?
A:项目章程
Project charter
B:质量管理计划
Quality management plan
C:相关方参与计划
Stakeholder management plan
D:组织过程资产
Organizational process assets
正确答案:A 你的答案:D
解析:PMBOK(6)P81-4.1.3.2制定项目章程-假设日志。通常,在项目启动之前编制商业论证时,识别高层级的战略和运营假设条件与制约因素。这些假设条件与制约因素应纳入项目章程。工作环境存在的潜在问题属于假设和制约因素范畴。
106、 [单选] 新任命的项目经理获悉,相关方对已识别的项目问题和风险非常担心,他们对超过一个月时间里没有任何沟通表示不满。新项目经理应该怎么做?
The newly appointed project manager was informed that the stakeholders were very worried about the identified project issues and risks. They were dissatisfied with no communication for more than a month. What should the new project manager do?
A:实施现有沟通管理计划和相关方参与计划
Implement the existing communication management plan and stakeholder management plan
B:更新现有沟通管理计划和相关方参与计划,并立即向相关方提供有关问题和风险
Update the existing communication management plan and stakeholder management plan and immediately provide stakeholders with relevant issues and risks
C:与相关方开会以确定沟通所需的频率,然后立即向他们提供有关这些问题和风险
Meet with stakeholders to determine the frequency of communication needed, and then immediately provide them with these issues and risks
D:与关键相关方开会,然后更新沟通管理计划和相关方参与计划
Meet with key stakeholders and then update the communication management plan and stakeholder management plan
正确答案:D 你的答案:A
解析:考点:10.3 监督沟通。本题考的仍旧是沟通不好怎么办的问题。按照流程,先分析原因,然后通过整体变更控制程序,最后实施变更。D选项先与关键相关方开会寻找原因,然后变更计划,正确。A选项直接实施现有效果不好的计划,错误。B选项立即更新计划,错误。C选项未涉及沟通计划,错误。
107、 [单选] 为一个关键任务系统开发新接口将影响500名客户,项目经理希望确认相关方对于进度的承诺,并传递关键里程碑的信息项目经理能够如何完成这项工作?
Develop a new interface for a mission-critical system that will affect 500 customers. The project manager wants to confirm stakeholders' commitment to progress and pass on key milestones. How can the project manager complete this work?
A:召开项目启动大会
Hold a project kick-off meeting
B:开展一次团队建设活动
Conduct a team building activity
C:实施认可和奖励项目
Implement recognition and incentive program
D:回顾项目章程
Review the project charter
正确答案:A 你的答案:A
解析:PMBOK(6)P86-4.2.2.4制定项目管理计划-会议。项目开工会议通常意味着规划阶段结束和执行阶段开始,旨在传达项目目标、获得团队对项目的承诺,阐明每个相关方的角色和职责。对于多阶段项目,通常在每个阶段开始时都要举行一次开工会议。
108、 [单选] 项目经理完成项目计划并提交所有文件以供审批,没有分配延迟审批的时间,导致可能会影响进度。若要解决这个潜在风险,项目经理应该事先做什么?
The project manager completes the project plan and submits all the documents for approval. There is no time allocated for approval delay, which may affect the progress. What should the project manager do in advance to resolve this potential risk?
A:选择一名风险责任人并将该责任人确定的行动纳入计划文件中
Select a risk owner and include the actions defined by the risk owner in the plan documents
B:与项目相关方分享这个潜在风险信息,以加快审批
Share this potential risk information with project stakeholders to expedite approval
C:计划具体的行动,包括主要和备用策略,并选择一名风险责任人
Plan specific actions, including major and alternate strategies, and select a risk owner
D:提前启动项目,以避免影响进度
Start the project ahead of schedule to avoid affecting the progress
正确答案:C 你的答案:B
解析:PMBOK(6)P437-11.5规划风险应对。处理整体风险敞口,应对单个风险,制定可选方案、选择应对策略并商定应对行动。
109、 [单选] 供应商建议项目经理,为满足要求的规格,需要更换特定材料,为确保成本符合特定要求,项目经理应该审查下列哪一项?
Suppliers advised the project manager to replace specific materials to meet the required specifications and ensure that costs meet certain requirements. Which of the following should be reviewed by the project manager?
A:成本预测
Cost forecast
B:挣值分析
Earned value analysis
C:管理储备
Management reserve
D:应急储备
Emergency reserve
正确答案:B 你的答案:D
解析:考点:7.4 控制成本。确保成本符合特定要求,需要确认成本绩效与绩效测量基准是否一致。最好的工具就是挣值分析,通过挣值分析来持续监控偏差,选B。选项A、C、D三个都属于输出的结果,不是工具。
110、 [单选] 项目经理正在制定最终的项目计划,在对以往项目进行历史数据回顾的过程发现相关方对于大部分的项目最终报告是不满意的,项目经理应该如何防止这种情况再次发生?
The project manager is developing the final project plan. During the process of reviewing the historical data of previous projects, he or she found that the stakeholders were not satisfied with most of the final reports of the project. How can the project manager prevent this from happening again?
A:制定相关方参与计划
Develop stakeholder management plan
B:与相关方协助处理冲突解决
Assist stakeholders in conflict resolution
C:头脑风暴寻找更好的报告方法
Conduct brainstorming for better reporting methods
D:修改相关方参与计划
Revise stakeholder management plan
正确答案:A 你的答案:C
解析:考点:13.1 规划相关方参与。相关方对大部分项目最终报告不满意,问如何防止再次发生?看到防止两个字,应该用制定计划来确保,选A。
111、 [单选] 作为其扩展计划的一部分,一家公司希望首次在国外执行一个复杂项目,没有历史数据可用来制定项目章程。项目经理应该用什么工具或技术来成功执行这项任务?
As part of its expansion plan, a company hopes to implement a complex project abroad for the first time. No historical data can be used to develop the project charter. What tool or technology should the project manager use to successfully perform this task?
A:专家判断
Expert judgment
B:德尔非技术
Delphi technique
C:头脑风暴
Brainstorming
D:访谈
Interview
正确答案:A 你的答案:B
解析:PMBOK(6)P79-4.1.2.1制定项目章程-专家判断。
112、 [单选] 在项目规划阶段,质量保证经理建议实现三重测试环境以确保产品质量,项目经理确定这会增加成本,而且开发和认证环境足以保证质量。项目经理应使用什么来影响质量保证经理?
In the project planning stage, the quality assurance manager recommends implementing a triple test environment to ensure product quality. The project manager identified that this would increase the costs and the development and certification environment was sufficient to ensure quality. What should the project manager use to influence the quality assurance manager?
A:质量成本(COQ)
Cost of Quality (COQ)
B:实施设计(DOE)
Design Of Experiments (DOE)
C:成本效益分析
Cost-benefit analysis
D:质量标杆对照
Quality benchmarking
正确答案:C 你的答案:A
解析:PMBOK(6)P282-8.1.2.3规划质量管理-数据分析-成本效益分析,用来估算备选方案优势和劣势的财务分析工具,以确定可以创造最佳效益的备选方案,可以帮助项目经理确定规划的质量活动是否具有成本有效性。达到质量要求的主要效益包括减少返工、提高生产率、降低成本、提升相关方满意度及提升盈利能力,对每个质量活动进行成本效益分析,就是要比较其可能成本与预期效益。
113、 [单选] 在项目执行过程中,职能经理识别到有关外包团队的新内部风险,职能经理向项目经理寻求一个不会对项目产生负面影响的快速解决方案。项目经理应该怎么做?
In the execution of the project, the functional manager identified new internal risks related to the outsourcing team, and the functional manager asked the project manager for a quick solution that would not have a negative impact on the project. What should the project manager do?
A:创建风险分解结构(RBS)
Create Risk Breakdown Structure(RBS)
B:按照严重级别记录风险
Record risks according to severity level
C:执行风险策略
Execute risk strategy
D:使用变更管理计划
Use the change management plan
正确答案:B 你的答案:D
解析:考点:11.7 监督风险。在项目执行过程中,需要不断的监控风险。识别到新风险后,应该先更新风险登记册记录风险,然后进行风险分析和制定应对计划,最后等风险发生了才执行应对计划,选B。选项A为制定风险管理计划的内容,与题干无关。选项C、D为后续可能的动作。
114、 [单选] 一位团队成员通知项目经理有一个问题可能会破坏项目,项目经理将该问题添加到问题日志,并要求团队找到解决方案。项目经理下一步应该怎么做?
A team member informed the project manager that there was a issue that could damage the project. The project manager added the issue to the issue log and asked the team to find a solution. What should the project manager do next?
A:更新风险登记册
Update risk register
B:修订项目管理计划
Revise project management plan
C:确定适当的风险应对
Determine the appropriate risk responses
D:通知相关方
Notify the stakeholders
正确答案:C 你的答案:A
解析:PMBOK(6)P458-11.7.3.4监督风险-风险登记册。更新风险登记册,记录在监督风险过程中产生的关于单个项目风险的信息,可能包括添加新风险、更新已过时的风险或已发生风险,以及更新风险应对措施等。题目中显示这个问题已经识别出来并添加到了问题日志,那么下一步我们就要确定适当的应对措施,并把这个应对措施更新到风险登记册里面,所以这里是先C再是A。
115、 [单选] 对于一个政府项目,项目成果会对一群当地相关方造成负面影响。这群相关方对于项目有高影响和低利益。但是他们有权终止项目。项目经理应该使用什么方法?
For a government project, the project results will have a negative impact on a group of local stakeholders. These stakeholders have high impact and low benefits for the project. However, they have the right to terminate the project. What method should the project manager use?
A:推式沟通
Push communication
B:协作和合作
Collaboration and cooperation
C:参与
Engagement
D:咨询
Consultation
正确答案:D 你的答案:A
解析:考点:13.1 识别相关方。使用权利利益方格来识别相关方,然后采取不同的策略。本题中应对高权利低利益的相关方应该令其满意,选项D咨询让相关方感觉受到尊重,符合题意。选项A推式沟通,适用低权利高利益;选项B协作合作,适用高权利高利益。选项C参与,适用低权利低利益相关方。
116、 [单选] 在项目启动大会后,一位部门经理认为他们的需求没有得到解决,现在拒绝参与项目,在这次会议之前,项目经理应该准备什么?
After the project initiation conference, a department manager thought that their needs had not been solved. Now they refuse to participate in the project. What should the project manager prepare before this meeting?
A:需求跟踪矩阵
Requirements traceability matrix
B:相关方分析
Stakeholder analysis
C:风险分析
Risk analysis
D:沟通需求分析
Communication requirements analysis
正确答案:B 你的答案:A
解析:PMBOK(6)P533-13.4.2.1监督相关方参与-相关方分析。确定相关方群体和个人在项目任何特定时间的状态。PMBOK(6)P512-13.1.2.3识别相关方-相关方分析。会产生相关方清单和关于相关方的各种信息,包括在组织内的位置、在项目中的角色、与项目的利害关系、期望、态度,对项目信息的兴趣等。
此题值得好好复盘,这是典型的相关方管理不到位的问题。
117、 [单选] 一个构建月度报告的项目涉及两个团队,团队X从事后端数据库工作,团队Y从事构建报告的用户界面前端工作,项目经理要求两个团队的代表在需求收集过程中担任主题专家(SME),其中一位主题专家是该领域广受尊敬的人物,项目经理担心可能出现偏差,项目经理应该使用什么工具或技术?
A project that builds a monthly report involves two teams. Team X is working on the back-end database, and team Y is working on the front-end user interface that builds the report. The project manager asked the representatives of both teams to act as subject matter experts (SMEs) during the requirements gathering process. One of the subject matter experts is a respected figure in the field. The project manager is concerned that there may be variances. What tool or technology should the project manager use?
A:德尔菲技术
Delphi Technique
B:多标准决策分析
Multi-criteria decision analysis
C:石川图
Ishikawa diagram
D:头脑风暴
Brainstorming
正确答案:A 你的答案:A
解析:德尔菲技术。组织专家就某一专题达成一致意见的一种信息收集技术,相关专家匿名参与,组织者使用调查问卷就一个重要项目事项征询意见,然后对专家的答卷进行归纳,并把结果发还给专家做进一步评论。这个过程重复几轮后,就可能取得一致意见。德尔菲技术有助于减轻数据的偏倚,防止任何个人对结果产生不恰当的影响。
118、 [单选] 在评估一个项目时,项目团队识别到多个风险,其中大部分风险都具有风险减轻计划。然而,其中一个可能的风险不能减少。项目经理应该怎么做?
While evaluating a project, the project team identifies several risks, most of which have mitigation plans. However, one probable risk cannot be reduced. What should the project manager do?
A:将问题上报给高级管理层
Escalate the issue to senior management.
B:要求额外资源
Ask for additional resources.
C:使用管理储备
Use the management reserve.
D:实施应急储备
Implement the contingency reserve.
正确答案:D 你的答案:D
解析:参见 PMBOK第6版 中 11.5.2.4威胁应对策略,对于那些已知但又无法主动管理的风险,要分配一定的应急储备。
119、 [单选] 一名指导委员会成员提交了一项新请求,这项请求似乎没有得到充分考虑,可能会对项目产生负面影响,项目经理下一步应该怎么做?
A member of the Steering Committee submitted a new request. The request did not seem to be fully considered and could have a negative impact on the project. What should the project manager do next?
A:评估该请求的影响
Assess the impact of the request
B:记录该请求,并将其提交给变更控制委员会.
Record the request and submit it to the change control board
C:要求支持的成员说服该指导委员会成员撤回请求.
Ask the member who require support to persuade the member of the steering committee to withdraw the request
D:拒绝该请求,并告知该指导委员会成员拒绝的原因.
Reject the request and inform the member of the steering committee of the reason for rejection
正确答案:A 你的答案:B
解析:考点:4.6 实施整体变更控制。任何人都可以提交变更,PM收到变更后,下一步首先应该评估变更的影响,然后决定是否提交CCB,或者直接作出决定。按照顺序关系,选A。评估影响后,如影响基准执行B。如不影响基准,PM可自行决定,执行D。选项C不符合操作流程,不正确。
120、 [单选] 项目经理确定项目已超出预算,并将需要管理储备来完成项目,为完成项目,项目经理应该怎么做?
The project manager has determined that the project has exceeded the budget and will need the management reserve to complete the project. What should the project manager do to complete the project?
A:获得项目发起人批准使用管理储备
Obtain project sponsor's approval to use the management reserve
B:修改成本基准并使用管理储备
Modify cost baseline and use management reserve
C:获得项目发起人的批准,包含额外资金
Obtain approval from project sponsor to include additional funds
D:执行实施整体变更控制过程,并修改成本基准
Perform integrated change control process and modify the cost baseline
正确答案:D 你的答案:C
解析:PMBOK(6)P113-4.6实施整体变更控制。审查所有变更请求、批准变更,管理对可交付成果、项目文件和项目管理计划的变更,并对变更处理结果进行沟通。
121、 [单选] 在项目执行过程中,一位关键相关方要求对范围进行重大整改,以实现更好的价值,项目经理应该怎么做?
In the course of project implementation, a key stakeholder required for a major rectification of the scope to achieve better value. What should the project manager do?
A:修订项目章程,包含该请求
Modify the project charter to include the request
B:收集数据并提出正式的变更要求
Collect data and make a formal change request
C:拒绝该请求,因为其将影响项目交付
Reject the request because it will affect project delivery
D:请求额外的资源来实施该请求
Request additional resources to implement the request
正确答案:B 你的答案:C
解析:PMBOK(6)P113-4.6实施整体变更控制。审查所有变更请求、批准变更,管理对可交付成果、项目文件和项目管理计划的变更,并对变更处理结果进行沟通。
122、 [单选] 由于最终产品的一个问题,项目无法继续进行,项目经理应该用什么工具或技术来处理该问题?
Because of a problem with the end product, the project can't be continued. What tools or technologies should the project manager use to handle the problem?
A:流程图
Flow chart
B:直方图
Histogram
C:帕累托图
Pareto diagram
D:鱼骨图
Fish bone diagram
正确答案:D 你的答案:D
解析:PMBOK(6)P736-中文术语表-因果图。一种分解技术,有助于追溯造成非预期结果的根本原因。
123、 [单选] 项目团队成员因杰出工作和满足项目成本目标而获得奖励,高级经理向项目经理确认谁可以获得奖励,项目经理可以在哪里获得此奖励的定义标准和频率?
The project team members are rewarded for outstanding work and meeting project cost objectives. The senior manager confirms to the project manager who can get the reward. Where can the project manager get the definition criteria and frequency of this award?
A:责任分配矩阵(RAM)
Responsibility assignment Matrix (RAM)
B:项目管理计划
Project management plan
C:人员解散计划
Personnel dissolution plan
D:资源管理计划
Resources management plan
正确答案:D 你的答案:D
解析:PMBOK(6)P318-9.1.3.1规划资源管理-资源管理计划-认可计划。将给予团队成员哪些认可和奖励,以及何时给予。
124、 [单选] 一名严苛的项目相关方坚持要增加项目需求,项目经理希望满足该请求,但是该请求与商业需求不一致。项目经理应该怎么做?
A strict project stakeholder insisted on increasing project requirements. The project manager wants to meet the request, but the request is inconsistent with the business needs. What should the project manager do?
A:仅批准预算内且与商业需求一致的需求
Approve only requirements that are consistent with business needs and are within the budget
B:将该需求提交给变更控制委员会
Submit the requirement to the change control board
C:同发起人一起审查该需求是否与项目范围不一致
Check with the sponsor whether the requirement is inconsistent with the project scope
D:拒绝该请求并通知相关方
Reject the requirement and notify stakeholders
正确答案:B 你的答案:B
解析:考点:4.6 实施整体变更控制。相关方提出新需求,属于变更,而且与商业需求不一致意味着影响到基准,必须提交CCB审批,选项B正确。选项D与题干中PM希望满足该需求的描述不符。
125、 [单选] 一个关键项目已经批准,一位关键相关方根据以往的经验,担心有风险,项目经理下一步应该怎么做?
A key project has been approved. Based on past experience, a key stakeholder is worried about the risks. What should the project manager do next?
A:更新项目管理计划和风险登记册
Update project management plan and risk register
B:分析项目风险
Analyze project risks
C:从发起人那里获取风险的具体输入
Obtain specific input of risks from the sponsor
D:审查记录在项目章程里的高层级风险、假设和限制因素
Review the high-level risks, assumptions and constraints recorded in the project charter
正确答案:D 你的答案:A
解析:考点:4.1 制定项目章程。根据提议,项目处于启动阶段,只有项目章程,还没有项目管理计划和更多的项目文件。选型D审查项目章程在启动阶段可以执行,正确。选项A、B、C在项目启动阶段无法执行。
126、 [单选] 经历过一次失败的软件发布后,项目经理希望改进项目质量管理和控制,项目经理应该使用什么工具和方法?
After experiencing a failed software release, the project manager wants to improve project quality management and control. What tools and methods should the project manager use?
A:风险概率与影响评估
Risk probability and impact assessment
B:名义小组技术
Nominal group technique
C:树图
Tree diagram
D:核对单
Checklist
正确答案:D 你的答案:D
解析:考点:8.3 控制质量。本题考的是控制质量应该采用何种工具和技术?选项D核对单是控制质量常用工具,正确。选项A风险概率与影响评估用于风险定性评估。选项B名义小组技术,常用于需求收集。选项C树图也不是控制质量的图表工具。
127、 [单选] 加入一个施工项目后,项目经理得知需要超过90天的时间才能收到一个施工许可,结果,预期开始时间可能被延迟,提交项目章程供批准之前,项目经理应该审查什么?
After joining a construction project, the project manager learned that it would take more than 90 days to receive a construction permit. As a result, the expected start time may be delayed. What should the project manager review before submitting the project charter for approval?
A:事业环境因素
Enterprise environmental factors
B:组织过程资产
Organizational process assets
C:风险登记册
Risk register
D:风险管理计划
Risk management plan
正确答案:A 你的答案:A
解析:考点:2.2 事业环境因素。事业环境因素是指项目团队不能控制的,将对项目产生影响、限制或指令作用的各种条件。项目章程提交审批之前,意思是在制定项目章程时,应该先审查事业环境因素,选A。选项B组织过程资产,与题干无关。选项C、D为规划阶段文件和计划,启动阶段只审查高层级风险,也与题干不符。
128、 [单选] 企业要进行一个为期15年的计划,项目经理应该建议什么合同?
The company wants to carry out a 15-year plan. What contract should the project manager propose?
A:固定总价合同
Firm Fixed Price (FFP) Contract
B:固定总价加激励合同
Firm Fixed Price Plus Incentive Contract
C:工料合同
Do not remember
D:固定总价加经济调整合同
Firm Fixed Price Plus Economic Adjustment Contract
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-总价加经济调节。这种合同适用于两种情况:卖方履行约期将跨越几年时间或将以不同货币支付价款。它是总价合同的一种类型,但合同中包含了特殊条款,允许根据条件变化,如通货膨胀、某些特殊商品的成本增加(或降低),以事先确定的方式对合同价格进行最终调整。
129、 [单选] 客户的公司发生重组,对应的项目负责人发生改变,项目经理应该做什么?
The customer's company has reorganized, and the corresponding project leader has changed. What should the project manager do?
A:更新相关方登记册
Update the stakeholder register
B:风险评估
Risk assessment
C:更新沟通管理计划
Update communication management plan
D:重新制定项目章程
Redevelop the project charter
正确答案:A 你的答案:A
解析:PMBOK(6)P536-13.4.3.4监督相关方参与-更新相关方登记册。记录从监督相关方参与中得到的信息。
130、 [单选] 项目在执行阶段被取消。项目经理将所有信息转移给项目发起人,但一名关键相关方不同意项目经理对分包商取消费用的估算。项目经理应该怎么做?
A project is cancelled during the execution phase. The project manager transfers all information to the sponsor, but a key stakeholder disagrees with the project manager’s estimate of the subcontractor’s cancellation fee. What should the project manager do?
A:进行采购谈判。
Conduct procurement negotiations.
B:更新付款进度。
Update the payment schedule.
C:等待分包商提交索赔。
Wait for the subcontractor to submit a claim.
D:修订工作绩效信息。
Revise the work performance information.
正确答案:A 你的答案:A
解析:12.2.2.5 人际关系与团队技能适用于本过程的人际关系与团队技能包括谈判。谈判是为达成协议而进行的讨论。采购谈判是 指在合同签署之前,对合同的结构、各方的权利和义务,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的全部一致意见。谈判以签署买方和卖方均可执行的合同文 件或其他正式协议而结束。
131、 [单选] 项目经理已经完成了收集相关方需求的工作。并且必须在即将召开的指导委员会上发布项目进度计划,在制定项目进度计划之前,项目经理应该做什么?
The project manager has completed the task of collecting stakeholders' requirements and must publish the project schedule on the forthcoming steering committee. What should the project manager do before developing the project schedule?
A:创建工作分解结构
Create the Work Breakdown Structure (WBS)
B:执行风险分析
Execute risk analysis
C:估算项目成本
Estimate project costs
D:定义活动
Define activities
正确答案:D 你的答案:D
解析:PMBOK(6)P207-6.5.1.1制定进度计划输入-项目管理计划-范围基准。范围说明书、WBS和WBS词典包含了项目可交付成果的详细信息供创建进度模型时借鉴。PMBOK(6)P207-6.5.1.2制定进度计划输入-项目文件-活动属性和活动清单。活动属性提供了创建进度模型所需的细节;活动清单明确了需要在进度模型中包含的活动。在预测型生命周期中,C在制定进度计划后,A是最先创建的,有A才能进一步定义到活动,根据活动进行风险分析,本题选A和D都正确,但进度模型-进度计划的单元是活动,活动构成了进度计划,若选一个答案的话,选D定义活动。
132、 [单选] 意料之外的技术问题需要添加三个新的项目资源。现有团队表现良好,但由于没有跟团队新资源分享关键信息,导致落后于进度。项目经理应该怎么做?
Unexpected technical problems require the addition of three new project resources. The existing project team was performing well, but now falls behind schedule since critical information not being shared by the new resources. What should the project manager do?
A:指示所有团队成员查看沟通管理计划。
Direct all team members to refer to the communications management plan.
B:与新资源开会,说明基本规则并要求妥协。
Meet with the new resources to explain the ground rules, and request a compromise.
C:要求职能经理指示新团队成员遵循相关方管理计划。
Ask the functional managers to instruct the new team members to follow the stakeholder management plan.
D:开展团队建设活动,鼓励人际关系纽带
Conduct team building activities to encourage interpersonal bonds.
正确答案:D 你的答案:A
解析:团队建设活动旨在帮助各团队成员更加有效地协同工作。非正式的沟通和活动有助于建立信任和良好的工作关系。
133、 [单选] 在项目执行过程中,一名相关方希望知道谁有权分配项目资源,为了解决这个问题,项目经理应该怎么做?
In the implementation of the project, a stakeholder wants to know who has the right to allocate project resources. What should the project manager do to solve the problem?
A:与该相关方一起审查项目章程
Review the project charter with the stakeholder
B:与该相关方一起检查沟通管理计划
Check the communication management plan with the stakeholder
C:与该相关方一起审查资源管理计划
Review the human resources management plan with the stakeholder
D:获得相关方的一致同意,并更新相关方登记册
Acquire the unanimity of the stakeholder and update the stakeholder register
正确答案:C 你的答案:D
解析:PMBOK(6)P318-9.1.3.1规划资源管理-资源管理计划-项目团队资源管理。关于如何定义、配备、管理和最终遣散项目团队资源的指南。
134、 [单选] 项目不能分配一名主题专家(SME),由于缺少主题专家,团队担心不正确的假设误导员工,项目经理应该怎么做?
The project cannot be assigned to a subject matter expert (SME). Due to the lack of SME, the team fears that incorrect assumptions may mislead employees. What should the project manager do?
A:更新风险登记册并将该制约因素升级上报给人力资源经理
Update the risk register and report the constraint upgrade to the human resources manager
B:更新工作绩效报告并更新风险登记册
Update work performance report and risk register
C:确定是否没有可用的主题专家替代
Determine if there is no alternative subject matter expert available
D:为主题专家的任务增加应急储备
Increase the emergency reserve for the SME task
正确答案:A 你的答案:D
解析:PMBOK(6)P332-9.3.2.2获取资源-人际关系与团队技能-谈判。与职能经理谈判,确保项目在要求的时限内获得最佳资源,直到完成职责。
135、 [单选] 在获取成功完成项目的活动中,项目团队喜欢互动和交流项目执行的故事,此时项目团队处于什么阶段?
In the event of successful completion of the project, the project team likes to interact and exchange project execution stories. What phase is the project team in?
A:震荡阶段
Oscillation phase
B:调整阶段
C:成熟阶段
Adjustment phase
D:规范阶段
Specification phase
正确答案:D 你的答案:C
解析:PMBOK(6)P338-9.4建设团队-塔克曼阶梯理论。规范阶段,团队成员开始协同工作,并调整各自的工作习惯和行为来支持团队,团队成员会学习相互信任。成熟阶段,团队就像一个组织有序的单位那样工作,团队成员之间相互依靠,平稳高效解决问题。抓住关键词:学习相互信任-规范;成员相互依靠-成熟。本题成员们互动交流项目管理案例,是一种相互学习,不是相互依靠,所以选规范阶段,不选成熟阶段。
136、 [单选] 相关方称一个可交付成果中遗漏一项功能,之前的任何讨论中都没有提及该项功能,也不在验收标准中,然而相关方却坚称这项功能是必须的,可以充分利用该可交付成果。项目经理应该怎么做?
Stakeholders claimed that a function was missed in the deliverables, but this function was not mentioned in any of the previous discussions or was not in the acceptance criteria. However, stakeholders insisted that this function was necessary and the deliverables could be fully utilized. What should the project manager do?
A:实施该可交付成果并为遗漏的功能提交变更请求
Implement the deliverables and submit a change request for the missing function
B:实施该可交付成果并开始遗漏功能的工作
Implement the deliverables and begin to work on the missing function
C:推迟实施该可交付成果并为遗漏的功能提交变更请求
Postpone the implementation of the deliverables and submit a change request for the missing function
D:推迟实施该可交付成果并开始遗漏功能的工作
Postpone the implementation of the deliverables and begin to work on the missing function
正确答案:C 你的答案:C
解析:PMBOK(6)P113-4.6.3.1实施整体变更控制-批准的变更请求。审查所有变更请求、批准变更,管理对可交付成果、项目文件和项目管理计划的变更,并对变更处理结果进行沟通。批准的变更请求应通过指导与管理项目工作过程加以实施。PMBOK(6)P93-4.3.1.3指导与管理项目工作-批准的变更请求。
137、 [单选] 供应商已经错过了几个最终期限,且采购文件中定义的纠正措施并未取得成功,项目经理下一步应该怎么做?
The supplier has missed several deadlines and the corrective actions defined in the procurement documents have not been successful. What should the project manager do next?
A:审查建议邀请书(RFP)
Review request for proposal (RFP)
B:与该供应商谈判
Negotiate with the supplier
C:应用工作说明书(SOW)中包含的惩罚
Apply punishment contained in the statement of work(SOW)
D:启动升级上报过程
Start upgrade reporting process
正确答案:B 你的答案:C
解析:PMBOK(6)P498-12.3.2.2控制采购-索赔管理-谈判。谈判是解决所有索赔和争议的首选方法。SOW中没有惩罚条款,没有办事流程,且此刻不能考虑惩罚,不能选C。已经开始执行签署的合同了,为何要去审查标书?选A是错误的。
138、 [单选] 一名团队成员通知项目经理,一种计算机病毒正在关闭整个公司的工作站,项目经理应该怎么做?
A team member informed the project manager that a computer virus was shutting down the entire company's workstation. What should the project manager do?
A:宣布发生严重的安全问题,并将其升级上报给危机管理委员会
Announce the occurrence of a serious security problem and report the upgrade to the Crisis Management Committee
B:尝试确定病毒的类型及其来源
Try to determine the type and source of the virus
C:通知IT安全部
Inform the IT security department
D:关闭所有系统并等待有关下一步操作的信息
Shut down all systems and wait for information on the next step
正确答案:A 你的答案:C
解析:PMBOK(6)P453-11.7监督风险。监督商定的风险应对计划的实施、跟踪已识别风险、识别和分析新风险,评估风险管理过程的有效性。
139、 [单选] 一名关键项目发起人要求项目经理实施一项新功能,而该功能可能影响项目的最后期限,项目经理必须评估这项技术的影响。项目经理如何成功利用实施整体变更控制过程?
A key project sponsor asks the project manager to implement a new function that may affect the project's deadline. The project manager must evaluate the impact of this technology. How can the project manager perform integrated change control successfully?
A:使用项目管理计划作为输入
Use project management plan as input
B:检查项目章程
Check the project charter
C:考虑批准的变更请求
Consider the approved change requests
D:审查进度计划和成本基准
Review schedule and cost baseline
正确答案:A 你的答案:C
解析:PMBOK(6)P116-4.6.1.1实施整体变更控制输入-项目管理计划。
140、 [单选] 在规划一个项目的启动大会时,项目经理注意到几位关键相关方分布在不同时区。这将难以让所有人参加同一个会议。项目经理应该怎么做?
While planning a kick-off meeting for a project, the project manager noticed that several key stakeholders were in different time zones. This would make it difficult for everyone to attend the same conference. What should the project manager do?
A:为每个时区都安排一个启动大会,并获得所有关键相关方的参与承诺
Organize a kick-off meeting for each time zone and get the engagement commitments from all key stakeholders
B:为包含大多数相关方的时区安排一次启动大会
Schedule a kick-off meeting for the time zone containing most of the stakeholders
C:安排一次虚拟会议,并要求无法参加会议的关键相关方观看录制的会议
Arrange a virtual meeting and ask key stakeholders who cannot attend the meeting to watch the recorded meeting
D:为每位关键相关方安排一对一的会议,收集所有提出的问题,然后设置较小型的焦点会议解决这些问题
Arrange one-on-one meetings for each key stakeholders, collect all the questions raised, and hold small focus meetings to resolve these issues
正确答案:A 你的答案:A
解析:PMBOK(6)P86-4.2.2.4制定项目管理计划-会议。项目开工会议通常意味着规划阶段结束和执行阶段开始,旨在传达项目目标、获得团队对项目的承诺,阐明每个相关方的角色和职责。对于多阶段项目,通常在每个阶段开始时都要举行一次开工会议。开工会议可能在不同时间点举行。开工会议的主要作用不是参加会议,而是做出承诺。C重点是保证参加会议,A重点是获得承诺。
141、 [单选] 项目经理准备收尾一个项目的第四阶段,但是一位相关方拒绝向前推进项目,除非增加一个范围之外的功能,项目经理下一步应该怎么做?
The project manager is preparing to close the fourth phase of a project, but a stakeholder refused to move forward unless a function outside the scope was added. What should the project manager do next?
A:开始变更请求过程
Start the change request process
B:增加该功能
Increase this function
C:审查相关方登记册
Check the stakeholder register
D:与项目相关方会面
Meet with the project stakeholder
正确答案:A 你的答案:A
解析:PMBOK(6)P113-4.6实施整体变更控制。审查所有变更请求、批准变更,管理对可交付成果、项目文件和项目管理计划的变更,并对变更处理结果进行沟通。
142、 [单选] 项目经理在规划进度期间注意到,项目所需的技术分析人员数量有限,并且常常不可用,为了弥补这一点,项目经理在进度计划中增加三周时间。项目经理使用的是什么工具或技术来调整进度计划?
During the planning process, the project manager noticed that the number of technical analysts needed for the project was limited and often unavailable. To compensate for this, the project manager added three weeks to the schedule. What tool or technology should the project manager use to adjust the schedule?
A:资源优化
Resource optimization
B:进度计划工具
Schedule planning tool
C:提前量和滞后量
Lead and lag
D:关键链法(CCM)
Critical chain method (CCM)
正确答案:A 你的答案:A
解析:PMBOK(6)P211-6.5.2.3制定进度计划-资源优化-资源平衡。如果共享资源或关键资源只在特定时间可用,数量有限,或被过度分配,就需要进行资源平衡。
143、 [单选] 一个合并跨国公司计费系统项目即将开始,项目经理识别到有三位经理对这项变化感到不舒服,项目经理下一步应该怎么做?
The billing system project of a consolidated multinational corporation will soon begin. The project manager identified that three managers were uncomfortable with this change. What should the project manager do next?
A:将他们关注的问题升级上报给项目发起人
Report their concerns to the project sponsor
B:定期开始项目变更请求以满足他们的期望
Start project change requests regularly to meet their expectations
C:运用人际关系技能,管理他们关注的问题
Use interpersonal skills to manage their concerns
D:通过管理相关方的需求来监督相关方参与
Control the stakeholders' engagement by managing stakeholders' requirements
正确答案:D 你的答案:D
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。
144、 [单选] 项目经理正在对比项目预算与行业指数,项目经理注意到项目预算低于类似项目的预算,项目经理应该怎么做?
A project manager is comparing the project budget with the industry index. The project manager noticed that the project budget was lower than the budget for similar projects. What should the project manager do?
A:更新风险登记册
Update risk register
B:调节资金限制
Regulate funding limit
C:执行储备分析
Execute reserve analysis
D:请求专家判断
Request expert judgment
正确答案:D 你的答案:A
解析:PMBOK(6)P252-7.3.2.1制定预算-专家判断。应征求具备专业知识或接受过相关培训的个人或小组的意见,包括:来自行业、学科和应用领域的信息。
145、 [单选] 在项目实施过程中,营销部门通知项目经理说,产品的市场需求已经发生变化,如果不预先考虑这些变化,可能会潜在地影响销售数量,并可能影响项目范围。项目经理应该怎么做?
In the implementation process of the project, the marketing department informed the project manager that the market demands for the product had changed and if these changes were not considered in advance, it might potentially affect the sales volume and affect the project scope. What should the project manager do?
A:规划风险应对,并更新风险登记册。
Plan risk responses and update the risk register
B:应用预测方法
Apply forecast method
C:计划使用应急储备并更新风险减轻计划
Plan to use emergency reserve and update risk mitigation plan
D:使用净值管理(EVM)方法
Use the EVM method
正确答案:A 你的答案:C
解析:PMBOK(6)P453-11.7监督风险。监督商定的风险应对计划的实施、跟踪已识别风险、识别和分析新风险,评估风险管理过程的有效性。发现新风险,更新登记册并制定应对计划。
146、 [单选] 项目已按时完成,项目经理现在必须确保可交付成果符合客户验收的质量标准。项目经理应该使用什么工具或技术?
The project has been completed on time and the project manager must now ensure that the deliverables meet the quality criteria of customer acceptance. What tool or technology should the project manager use?
A:控制图
Control chart
B:散点图
Scatter diagram
C:帕累托图
Pareto diagram
D:直方图
Histogram
正确答案:A 你的答案:A
解析:PMBOK(6)P729-正文术语表-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。控制图有一条中心线,有助于观察图中的数据点向两边控制界限偏移的趋势。
147、 [单选] 在准备工作分解结构(WBS)时,项目经理意识到可能存在成本超支,项目经理应该使用什么工具或技术来获得三点估算?
While preparing the Work Breakdown Structure (WBS), the project manager realized that there might be cost overruns. What tools or techniques should be used by the project manager to obtain three-point estimating?
A:项目相关方访谈
Interview with project stakeholders
B:敏感性分析
Sensitivity analysis
C:风险分析
Risk analysis
D:定量分析
Quantitative analysis
正确答案:A 你的答案:D
解析:PMBOK(6)P432-11.4.2.2实施定量风险分析-数据收集-访谈。可用于针对单个项目风险和其他不确定性来源,生成定量风险分析的输入。对有关相关方进行访谈,有助于确定每个WBS要素的三点估计。
148、 [单选] 在项目开发阶段,职能经理被调到另一个部门,不再参与项目。项目经理首先应该做什么?
In the project development phase, the functional manager is transferred to another department and will no longer participate in the project. What should the project manager do first?
A:修订沟通管理计划
Revise the communication management plan
B:更新相关方登记册
Update the stakeholder register
C:评估对风险的影响
Assess the impact on risks
D:审查项目人员分配
Review the project personnel allocation
正确答案:B 你的答案:B
解析:PMBOK(6)P536-13.4.3.4监督相关方参与-更新相关方登记册。记录从监督相关方参与中得到的信息。
149、 [单选] 项目经理正在另一个国家执行一个IT外包项目。客户抱怨说远程团队没有达到他们的质量标准。项目经理应该查阅哪一份文件来确认这一点?
A project manager is implementing an IT outsourcing project in another country. Customers complained that the remote team did not meet their quality standards. Which document should the project manager check to confirm this?
A:外包公司的质量政策
Outsourcing company's quality policy
B:质量控制测量结果
Quality control measurements
C:采购工作说明书(SOW)
Procurement Statement of Work
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。它描述了项目管理团队为实现一系列项目质量目标所需的活动和资源。
150、 [单选] 在对最终预算进行财务审查期间,财务总监注意到潜在的成本超支问题。项目经理应该如何避免这种潜在的成本超支?
In the course of the financial review of the final budget, the chief financial officer noticed potential cost overruns. How should the project manager avoid this potential cost overrun?
A:执行挣值管理(EVM)分析
Execute EVM Analysis
B:将潜在的成本超支添加作为一个项目风险
Add potential cost overruns as a project risk
C:要求相关方确认他们的项目估算
Ask stakeholders to confirm their project estimates
D:将成本超支升级上报给项目管理办公室(PMO)
Report the cost overrun upgrade to the Project Management Office (PMO)
正确答案:B 你的答案:B
解析:PMBOK(6)P409-11.2识别风险。识别单个项目风险及整体项目风险的来源,记录风险特征。
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