光环国际PMP章节练习题

过程

1、项目经理正在忙于管理一个项目的过程中又接到一个新项目，而且这个新项目更为复杂。项目经理感到压力很大希望得到帮助，他了解到公司去年做过一个和这个新项目很类似的项目，他现在应该怎么办？ The project manager is busy managing a project but get a new project, the new project is more complicated. The project manager is under a lot of pressure to get help, and he heard that a similar project had been done last year. What should he do now?

A：请教去年做过那个项目的成员，以获得经验； Consult the members of the project last year to gain experience;
B：向职能经理申请更多资源； Apply for more resources from functional managers;
C：从PMO处获取历史记录及指导原则； Obtaining historical records and guiding principles from PMO;
D：推荐其他人担任这个新项目的项目经理。 Recommend other people to be the project manager for the new project.

正确答案：C

解析：项目经理获取历史上做过的其它项目的资料（组织过程资产）的正规途径是通过 PMO，因为组织过程资产是经过 PMO 的筛选、整理、评估、裁剪及保密设定。请教以前项目的成员应获得 PMO 的许可，且只能作为补充手段。

2、一家中型公司一直在探索推出新产品的新营销策略。创造新产品并不是一件小任务。最后，因为费用太高而导致公司无法承担。项目经理在未来从事新产品项目时应该做些什么？ A medium-sized company has been exploring new marketing tactics with regard to launching a new product. New product creation is no small task. In the end, it was too big of an expenditure for the company to undertake. What should the project manager do in the future when working on new product projects?

A：使用看板，使所有干系人都能清楚地了解项目，并提供相应的帮助Make use of kanban boards so all stakeholders have a clear view of the project and provide their help accordingly
B：培训团队，首先找到能够为客户提供价值的最小可行产品（MVP）Train the team to first find the minimum viable product (MVP) that will deliver value to the customer
C：增加应急储备，并准备团队在估计偏离初始计划时应用快速失败的技术Increase the contingency reserve and prepare the team for applying fast-failing techniques when the estimates veer from the initial plan
D：采用连锁管理的方法，基于相同的平台和基础设施开发产品Adopt a chain management approach, developing products based on the same platform and infrastructure

正确答案：B

解析：敏捷实践指南，P23最小可行产品：通过识别可交付价值的最少数量的特性或需求，用来定义向客户首次发布解决方案的范围。题干中的关键字是创造新产品并不是一件小任务，为节省成本，可采用最小可行产品（MVP）。

3、项目经理接到一个新软件产品开发项目，根据用户的持续反馈才能一步步决定产品的功能，而且如何实现这些功能也没有成熟的技术方案可以借鉴。项目经理应该建议采用哪种项目生命周期？ Project manager receives a new software product development project, according to the user's continuous feedback to determine the product function step by step, and how to realize these functions also has no mature technical solution can learn from. What project life cycle should the project manager recommend?

A：预测型 Predictive type
B：适应型 Adaptive type
C：迭代型 Iteration type
D：增量型 Incremental type

正确答案：B

解析：题干给出信息项目需求不明确，技术方案也不确定，根据 Stacey 矩阵的分析，应该采取适应型生命周期，也就是敏捷开发模式。

4、一个新项目已经识别出许多相关方，但每个相关方的权力大小、需要被关注的紧迫性和参与项目的合法性都不同。项目经理应该使用以下哪项工具来确定相关方应该被关注的优先级，以便确定合适的相关方管理策略？ The project manager has identified many stakeholders in a new project, but the power, urgency, and legitimacy of each stakeholder is different. Which of the following tools should the project manager use to determine the priority to which stakeholders should be concerned to determine appropriate stakeholder management strategies?

A：相关方参与度评估矩阵 Stakeholder engagement assessment matrix
B：权力/利益方格 Power/interest grid
C：相关方立方体 Stakeholder cube
D：凸显模型 Salience model

正确答案：D

解析：凸显模型就是综合分析相关方权力、紧迫性和合法性，确定相关方需要被关注的优先级，和管理相关方参与的策略。

5、沟通对项目成功非常关键，作为项目经理，你有3个相关方需要沟通。这时候又加进来一位新相关方也需要沟通，沟通渠道增加了几条？ Communication is key to the success of a project. As the project manager, you had three stakeholders with whom you needed to communicate. A new stakeholder has been added with whom you also need to communicate. How many communication channels have been added?

A：3
B：4
C：6
D：10

正确答案：B

解析：原来 3 个相关方加上项目经理是 4 个人，沟通渠道 C 24=N*(N-1)/2=(43)/2=6 条；新增 1 人变成 5 个人沟通，C 25=N(N-1)/2=(5*4)/2=10 条；沟通渠道新增：C 25- C 24=10-6=4 条。

6、某大型项目的项目经理观察到，相关方的沟通方式将危及项目的成功。项目经理应该做什么来应对这种情况？ The project manager for a large project observes that the way the stakeholder communicates would jeopardize the success of the project. What should the project manager do to deal with this situation?

A：将该问题上报给发起人，以确保这种情况不会重复发生 Escalate the issue to the sponsor to ensure that it does not recur
B：参照沟通管理计划，寻求让相关方了解相关情况方面的指导 Refer to the communications management plan and seek guidance for stakeholders to understand the relevant situation
C：审查事业环境因素(EEFs)，以建立适当的沟通渠道 Review Enterprise Environmental Factors (EEFs) to establish appropriate communication channels
D：直接与相关方讨论该问题，以纠正沟通问题 Discuss the issue directly with the stakeholder to correct the communication problem

正确答案：D

解析：PMBOK（6）P388，10.3-监督沟通。监督沟通是确保满足项目及其相关方的信息需求的过程。“沟通方式”影响到了项目的成功，要对沟通的问题进行分析，根据分析的结果做出调整。选项A，是评估后可能做出的决策。选项BC，可能出现在D选项的评估过程。

7、项目经理正在起草一个新项目的沟通管理计划。除其他事项外，项目经理尤其需要决定如何就该项目问题进行沟通。项目经理该做什么？ The project manager is drafting a communications management plan for a new project. Among other things, the project manager requirements to decide how to communicate on project issues. What should the project manager do?

A：确保所有项目沟通均由项目经理发起 Ensure that all project communications are initiated by the project manager
B：允许处理该问题的团队直接与最终用户打交道 Allow the team dealing with the issue to deal directly with the end user
C：争取关键相关方就如何沟通问题达成共识 Get key stakeholders to agree on how to communicate
D：确保项目发起人已注意到所有问题 Ensure that the project sponsor has noticed all issues

正确答案：C

解析：PMBOK（6）P366，10.1-规划沟通管理。沟通的目标是“将正确的信息，在正确的时间，以正确的方式，

传递给正确的人”，所以对于沟通的管理要基于参与沟通的相关方对信息的需求出发，并获得关键相关方的认可。选项A，参与沟通的相关方对于信息的需求是不同的，要求所有沟通由项目经理发起过于武断。选项B，是否允许团队直接与用户打教导，要在沟通管理计划中明确。选项D，对于沟通进行管理，是项目经理的职责。

8、在季度管理会议期间，发现项目的完成日期将延期。尽管影响这一延期的问题始于项目早期阶段，但之前的多次季度会议纪要都显示项目进展正常。项目经理应该做什么？ During the quarterly management meeting, it was discovered that the project's finish date would be postponed. Although the issues affecting this delay began in the early stages of the project, the minutes of many previous quarterly meetings showed that the project was progressing normally. What should the project manager do?

A：更新项目进度计划并证明延期的正当理由 Update the project schedule and justify the extension
B：审查沟通管理计划，以改善沟通的准确性 Review the communications management plan, to improve the accuracy of communication
C：确保使用有效的方法来沟通项目的状态 Ensure that effective methods are used to communicate the status of the project
D：增加项目状态沟通的频率 Increase the frequency of project status communication

正确答案：B

解析：PMBOK（6）P388，10.3-监督沟通。“项目的完工日期将延期”的信息没有正确传递，需要对沟通管理计划进行审查，并根据审查的结果进行调整。选项A，项目的进度计划没有问题，问题出在项目的执行上。选项CD，是可能出现在更新后的项目沟通管理计划中的内容。

9、某虚拟团队正努力按时完成项目可交付成果。项目经理将举行会议，以便提供直接的解决方案。项目经理应做什么来组织有效会议？ A virtual team is making great efforts to complete the project deliverables on time. The project manager will hold a meeting so as to provide a direct solution. What should the project manager do to organize an effective meeting?

A：邀请所有项目相关方与会，以便他们了解项目延迟情况 Invite all project stakeholders and people so that they can understand the project delay
B：通过保存会议纪要来记录会议情况，并让团队成员以匿名方式发表意见 Keep a record of the request and ask team members to comment anonymously
C：向项目团队提供更新后的项目管理计划，该计划应反映他们在会前能够发现的延迟情况 Provide the project team with an updated project management plan that reflects the delays they can find before the meeting
D：会前发送进展报告，以便团队了解可交付成果对项目的影响 Send a report before the meeting so that the team understands the impact of deliverables on the project

正确答案：D

解析：PMBOK（6）P386，10.2.2.6-人际关系与团队技能-会议管理。开会是为了解决问题，所以是否邀请所有的项目相关方参加会议，要根据会议的目标来安排，排除选项A。问题B，会议纪要在会议结束后输出。选项C，情景中没有提到延迟的风险。

10、某项目经理的团队成员位于三大洲。项目经理发现，某些项目团队成员无法及时收到重要信息。项目经理该做什么？ A project manager's team members are located on three continents. The project manager found that some project team members did not receive important information in a timely manner. What should the project manager do?

A：对所有进度计划做出调整，以便每个人都能同时工作，从而实现实时沟通和决策 Make adjustments to all schedules so that everyone can work at the same time. This enables real-time communication and decision-making
B：轮流安排电话会议和视频会议，以便顾及每个人的日程安排，使团队成员能够进行互动 Take turns scheduling conference calls and videocons to take into account each person's schedule and enable team members to interact
C：在分散工作团队之间仅使用电子邮件和书面通信，以便团队成员保留书面记录 Use only e-mail and written communications between decentralized work teams so that team members can keep written records
D：启用各团队内的一个中心人物，限制分散工作团队之间的沟通，从而减少错误传达的发生 Enable a central person within each team to limit communication between decentralized work teams, reducing the occurrence of false communication

正确答案：B

解析：PMBOK（6）P392，10.3.2.5-会议。题干关键词“无法及时收到重要信息”。本题用排除法为宜。选项A错误，关键词说明这是一个沟通问题，而不是进度计划出了问题；选项B正确，交互式的沟通（会议）有利于团队成员交流和分享信息；选项C错误，推式沟通效果不如交互式沟通；选项D错误，为了减少错误传达而限制沟通是消极的做法。

11、在月度状态报告会上，发起人向项目经理询问有关可交付成果和预算制约因素的问题，而这些问题已经在每周的书面报告中进行回答和澄清。项目经理认为发起人并没有阅读附有每周报告的电子邮件。项目经理应该怎么做？ During a monthly status report meeting, the sponsor asks the project manager questions about deliverables and budget constraints that were already answered and clarified in the weekly written report. The project manager believes that the sponsor is not reading the e-mail with the weekly report attached. What should the project manager do?

A：请设计师将每周报告设计得更生动有趣。 Ask a designer to make the weekly report more lively and interesting.
B：停止编写和发送每周项目报告，因为发起人没有阅读。 Stop writing and sending the weekly project report, since the sponsor is not reading it.
C：与发起人讨论沟通偏好。 Discuss communication preferences with the sponsor.
D：将每周报告打印出来并放在发起人的桌子上。 Print out the weekly report and leave it on the sponsor's desk.

正确答案：C

解析：PMBOK（6）P369，10.1.2.2-沟通需求分析。分析沟通需求，确定相关方的信息需求，包括所需信息的类型和格式，以及信息对相关方的价值。题目中：发起人并没有阅读附有每周报告的电子邮件。针对这个问题，项目经理应该跟发起人进行沟通，明确发起人的沟通偏好，并以此来调整沟通策略。ABD是具体的沟通策略，它们的有效期需要根据与发起人沟通后的结果来确定。

12、在项目执行阶段进行状态审查期间，项目经理意识到没有可用的预算来解决一个项目可交付成果的偏差，若要解决这项偏差并将其与原始项目基准保持一致，项目经理下一步应该做什么？ During the status review in the project execution phase, the project manager realized that there were no available budgets to address a variance in the deliverables of a project. What should the project manager do next to address this variance and bring it into line with the original project baseline?

A：执行变更管理程序并更新变更日志 Implement the change management procedure and update the change log
B：审查偏差，并更新项目管理计划 Review variances and update the project management plan
C：确认过程并在问题日志中记录该偏差 Confirm the process and document the variance in the issue log
D：更新决策树以反映该偏差 Update the decision tree to reflect this variance

正确答案：A

解析：PMBOK（6）P105，4.5-监控项目工作。已经发现偏差,要展开分析评估，通过变更的方式对偏差进行纠正。选项B，未经审批即执行，错误。选项C，只记录并不能解决偏差。选项D，对决策树分析技术的使用存在错误。

13、在设计阶段进行的一项分析表明，项目可能在财务方面不可行。项目经理应该审查什么？ An analysis carried out during the design phase indicated that the project might not be financially possible. What should the project manager review?

A：项目前五年的运营成本 Operating costs for the first five years of the project
B：基于预算线的非营运性投资成本 Non-operating investment cost based on the budget line
C：商业论证中的社会和业务目标效益 Social and business objective benefits in business case
D：基于之前类似投资的预期回报效益 Expected returns based on previous similar investments

正确答案：C

解析：PMBOK（6）P77，4.1.1.1-商业论证。设计阶段发现财务方面不可行，要回溯看一下商业论证的结果，判断导致问题产生的原因。选项AB提到的成本是在规划后的，排除。选项D，属于商业论证中可能出现的内容。

14、一名团队成员因为低估了活动的难度，导致估算的活动时间明显不足，他周末连续加了两天班才把工作完成，好在没有影响其他人员的工作和项目进度。他应该把这件事： A team member underestimated the difficulty of the activity, resulting in an apparently insufficient duration estimate of activity. It took him two days to complete the work on weekends. Fortunately, the project schedule and activities of other team members were not affected. What should he do:

A：记入经验教训登记册； Record it into register of lessons learned;
B：记入风险登记册；Record it into the risk register;
C：记录到问题日志； Record it into the issue log;
D：记录到变更日志。 Record it into the change log.

正确答案：A

解析：题干的内容符合经验教训登记册的特征。参与工作的个人和团队也参与记录经验教训。见《PMBOK指南（第6版）》4.4.3.1，P104。

**15、更换一个关键组件的采购来源在

项目执行期间获得批准。在产品发布之后，业务经理抱怨说，这个组件对她的工作产生负面影响。项目经理依靠哪个文件获得业务经理的验收？** Replacing the procurement source of a key component has been approved during the project execution. After the product was released, a business manager complained that the component had a negative impact on her work. Which document does the project manager rely on to obtain the acceptance of the business manager?

A：风险登记册 Risk register
B：经验教训登记册Register of lessons learned
C：变更日志 Change log
D：问题日志 Issue log

正确答案：C

解析：变更日志记录了变更请求处理的经过和批准的决议。见《PMBOK指南（第6版）》 4.6.3.3，P120。收到影响的相关方一般都有机会在变更控制过程中发表意见。

16、一名关键的项目相关方要求团队成员对某项功能进行修改，团队成员认为修改需要的时间很短。因此在没有通知项目经理的情况下，就实施了修改。在确认范围期间，项目经理发现了这个变动，在执行详细的分析之后，项目经理发现团队成员考虑得很不全面。这项修改涉及多个功能和底层逻辑需要相应修改，需要投入额外的人工量和时间并直接影响项目总工期。项目经理下一步应该怎么做？ A key project stakeholder requests that a team member make a small modification to a feature. The team member decides that the modification could be implemented in a short time. The team member implements the modification without informing the project manager. During confirm scope, the project manager finds out about the modification. After conducting a detailed analysis, the project manager finds that the team member's initial analysis was incomplete and the modification needed additional cost and time，affecting the project schedule. What should the project manager do next?

A：撤销团队成员所做的修改，继续按原计划执行下一个阶段工作，同时通知项目相关方；Revoke the modification and proceed to the next stage by the original plan，then inform the stakeholder.
B：将变更影响评估报告与项目相关方讨论，确认该变更的必要性，强调对成本和进度的影响。如果该相关方坚持要将这项变更包含在内，项目经理向变更控制委员会发起变更请求，以获得批准；Discuss the change impact assessment report with the stakeholder to verify the necessity of the modification and emphasize the impact on cost and schedule. If the stakeholder insists that the modification must be included, the project manager should initiate a change request to CCB for approval;
C：向项目相关方说明变更对成本和进度的影响。告知在目前项目所处的阶段，不能将变更包含在内；Explain to the stakeholder the impact of modification on cost and schedule. Inform that the modification could not be included in current phase of the project;
D：将项目相关方直接与团队成员交流的事上报给项目发起人。Escalate to the sponsor about the stakeholder directly interacting with the team member.

正确答案：B

解析：主动与相关方沟通变更的影响，确定必要性并履行变更控制程序是处理这类问题的标准做法。

17、项目经理发起的变更请求已经获得CCB批准，在执行变更之前，项目经理必须做下列哪一项： The change request initiated by the project manager has been approved by CCB. Before the change is performed, the project manager must do which of the following:

A：总结经验教训Summarize lessons learned.
B：更新组织过程资产Update the organizational process assets.
C：评估变更的风险Assess the risk of the change.
D：通知项目相关方 Inform project stakeholders.

正确答案：D

解析：按照变更控制程序，执行变更前必须先通知相关方，请相关方做出相应调整。

18、项目章程刚刚发布，项目经理发现开展项目所需要的一项关键授权没有体现在章程中，项目经理应该怎么办？ The project charter has just been released. The project manager found that a key authorization needed for the project was not in the project charter. What should the project manager do?

A：根据章程中已授权的内容编制项目计划； Prepare the project plan according to the authorized content of project charter already;
B：更新章程，将这一必要的授权补充进去；Update project charter and add this necessary authorization;
C：将缺乏授权的信息记录到风险登记册中；Record the lack of authorized information in the risk register;
D：与项目发起人沟通，发起章程变更申请。Communicate with the sponsor to initiate a change application of charter.

正确答案：D

解析：首先章程虽然很少出现修改，但章程是可以修改的；章程是发起人发布的，修改章程也必须经过发起人的批准。

19、裁剪的对象可以是以下哪个，除了： Tailoring objects which can be the following, EXCEPT:

A：项目管理过程 Project management process.
B：项目生命周期和阶段Project life cycle and phases.
C：输入、输出及工具技术 Input, output, technology and tools
D：项目

章程 Project charter

正确答案：D

解析：裁剪是项目经理主导的工作，根据项目的特点和需要，来决定适合的 A,B,C 选项中包含的内容。见《PMBOK指南（第6版）》1.2.5，P28。D 章程是由发起人批准发布的，一般不能轻易修改，即便必须修改也得是发起人来决策。

20、收尾过程包括以下所有，除了： Closing process includes all the following except:

A：质量审计和风险审计Quality audit and risk audit
B：交付项目产品 Deliver the product of the project
C：知识转移 Knowledge transfer
D：更新公司组织过程资产 Updating the company's organizational process assets

正确答案：A

解析：质量审计和风险审计都是合规性审查，指的是质量和风险的管理过程是否符合质量管理计划和风险管理计划。

21、项目经理正在帮助公司推出一件新产品，该产品与将于未来几年推出的一系列新产品很相似。在关闭当前项目时，项目经理应该做什么来帮助未来的项目。 The project manager is helping the company launch a new product that is similar to a series of new products to be launched in the coming years. What should the project manager do to help future projects when closing the current project?

A：向新项目经理提供项目绩效报告 Provide a project performance report to the new project manager
B：记录项目相关方提供的经验教训 Document the lessons learned by project stakeholders in providing relevant information
C：与项目相关方一起审查最后更新的问题日志 Review the last updated issue log together with project stakeholders
D：确保风险登记册处于最新状态，并让项目相关方参与进来 Ensure that the risk register is up-to-date, and involve the project stakeholders

正确答案：B

解析：PMBOK（6）121，4.7-结束项目或阶段。“帮助未来的项目”，有类似的关键词时，要考虑到经验教训登记册和组织过程资产。又提到了“在关闭当前项目时”，在收尾过程中对经验教训的总结非常重要，也是常出的考点。

22、在项目执行结束时，项目经理保留了一些团队成员。在这个时间点，团队应该主要关注什么？ At the end of the project execution, the project manager retains some team members. What should the team focus on at this point in time?

A：协商清理、现场恢复、调试和人员培训 Follow-up clean-up, on-site recovery, commissioning and personnel training
B：根据公司政策支持项目的行政收尾程序 Administrative closing procedures to support projects in accordance with company policy
C：运营新建成的设施，直到负责人完全有能力运营为止 Operation of the newly built facilities until then they are fully capable of operating
D：提供支持，作为与移交相关的保修期的组成部分 Supply of support as part of the warranty period associated with the transfer

正确答案：B

解析：PMBOK（6）121，4.7-结束项目或阶段。本过程的主要作用是，存档项目或阶段信息，完成计划的工作，释放组织团队资源以展开新的工作。向运营团队移交、提供维保服务、培训属于收尾过程的活动，选项ACD可能出现在选项B中。

**23、在WBS中，项目被分解到工作包，下列哪一项关于工作包的表述是不正确的？**In the WBS, the project is decomposed into the work package. Which of the following statements about the work package is incorrect?

A：可以评估完成工作包所需要的资源The resources required to complete the work package can be evaluated.
B：可以估算该工作包的工期和成本The duration and cost of the work package can be estimated.
C：可以包含一个或多个可交付成果Can contain one or more deliverables.
D：逻辑上不可以再继续分解logically cannot be broken down

正确答案：D

解析：工作包只是 WBS 元素中最低层级，也就是项目经理管理分解到的最低层级。工作包交给执行团队还需要被进一步分解为活动，活动还可以分解为个人的任务。因此逻辑上还可以再分。

**24、电动大客车研发项目，项目经理从收集客户需要开始，然后客观地对这些需要进行分类和排序，并为实现这些需要而设定研发目标。他用的是？**Electric bus R&D project, project manager starts collecting needs from customers, then objectively classify and sorting these needs, and set R&D objects to realize these needs. What is he using?

A：联合应用设计和开发（JAD）Joint application design and development (JAD)
B：质量功能展开（QFD）Quality function deployment (QFD)
C：用户故事（User Story）User story
D：待办事项列表（Backlog）Backlog

正确答案：B

解析：制造业产品研发项目一般使用质量功能展开QFD（一种引导技术）来识别相关方对产品的需求。见《PMBOK指南（第6版）》5.2.2.6，P145。

25、在某新项目规划阶段，项目经理正在制定进度计划。在识别与数据管理相关的活动时，项目经理发现，政府法规要求供应商在开始工作之前先取得数据保护证明认证。项目经理该做什么？ During a new project planning phase, the project manager is developing a schedule. In identifying activities related to data management, the project manager found that government regulations require vendors to obtain data protection certification before starting work. What should the project manager do?

A：要求与客户开会，请求其放弃数据保护认证要求 Ask to meet with the customer to ask them to waive the data protection certification requirement
B：审核并记录这些活动，并评价对工作分解结构（WBS）的影响 Review and document these activities and evaluate the impact on the work breakdown structure (WBS)
C：要求与项目发起人开会，建议其在取得认证前停止一切工作 Ask for a meeting with the project sponsor and recommend that they stop all work before obtaining certification
D：审视并记录这些活动，并针对工作分解结构（WBS）向项目相关方提出变更请求 Review and document these activities and make change requests to project stakeholders for the Work Breakdown Structure (WBS)

正确答案：B

解析：PMBOK（6）P207，6.5.1.1-范围基准。题干关键词“开始工作之前先取得认证”。 WBS作为范围基准的部分，被外部限制条件所影响，应该记录这些限制条件并进行评估，故选B；选项A，放弃认证要求不合法规要求；选项C，未经评估就停止一切工作过于消极；选项D，在B之后进行。

26、项目A中的客户请求与项目经理开会，因为该客户对可交付成果是否符合要求和规范没有信心。项目经理在准备此次会议时应采用什么样的策略？ The customer in Project A requests a meeting with the project manager because the customer has no confidence that the deliverables meet the requirements specification. What strategies should the project manager adopt in preparing for this meeting?

A：核实事业环境因素(EEFs)和过程 Verify enterprise environmental factors (EEFs) and processes
B：记录可靠数据，并核实是否已达到验收标准 Document reliable data and verify whether it has reached the acceptance criteria
C：带上变更控制委员会（CCB）日志和登记册，并向该客户展示这些日志和登记册 Bring the Change Control Board (CCB) log and register and show them to the customer
D：审查与该客户签订的合同中所记载的测试方法 Review the test methods documented in the contract with the customer

正确答案：B

解析：PMBOK（6）P163，5.5-确认范围。“可交付成果是否符合规范”，需要将可交付成果与验收标准比对，坚定相关方对可交付成果的信心。选项A，核实事业环境因素通常出现在制定计划。选项C，如果可交付成果没有达到验收标准，需要通过变更请求中的缺陷补救进行修复。选项D，审查合同通常出现在对采购问题的分析过程当中，与情景不符。

27、项目经理经常收到关于某项目的变更请求，但他确保变更控制过程适当地应用其中。项目经理本应采取什么措施来防止频繁的变更请求？ The project manager often receive requests for changes to a project, but he ensures that the change control process is being applied appropriately. What should the project manager have done to prevent frequent change requests?

A：确保项目范围获得相关方批准 Ensure the project scope is approved by the stakeholder
B：在项目开始时定义项目范围 Define the project scope at the beginning of the project
C：完成责任分配矩阵(RAM) Complete the Responsibility Assignment Matrix (RAM)
D：更新需求矩阵 Update the requirements matrix

正确答案：A

解析：PMBOK（6）P150，5.3-定义范围。“确保正妥善应用变更控制过程”，说明整体变更控制流程是起效的。那么问题出在哪里？出在相关方对于项目的期望不确定，所以会频繁的提出变更请求，那么此时要求项目的相关方多想一想、想清楚了再做决定有助于减少类似问题的发生。选项B，不是导致问题的根本原因。选项C，责任分配矩阵通常用于划分活动和资源之间的职责关系。选项D，对需求矩阵的分析包含在了整体变更控制流程，但现在这个流程没有出现问题，排除。

28、在审查一个长期项目期间，相关方对项目经理关于项目绩效已随时间转移而得到改善的主张表示不认同。他们要求提交详细的报告。项目经理应该怎么做？ During the review of a long-term project, stakeholders disagree with the project manager’s claim that project performance has been improved over time, and they ask for a detailed report. What should the project manager do?

A：完成趋势分析，并报告结果 Complete the trend analysis and escalate the results
B：确定进度绩效指数（SPI），以显示团队的工作效率 Determine the Schedule Performance Index (SPI) to show the team's productivity
C：计算完工尚需估算（ETC），以显示潜在的新完成日期 Calculate the Estimate to Complete (ETC) to show potential new finish dates
D：执行偏差分析，并报告结果 Execute a variance analysis and escalate the results

正确答案：A

解析：PMBOK（6）P170，5.6.2-控制范围-趋势分析。“对项目得到改善的主张表示不认同”，而趋势分析旨在审查项目绩效随时间的变化情况，以判断绩效是正在改善还是正在恶化，符合题意。选项B，SPI体现项目当前的进度情况。选项C，ETC用于预测项目的完完工日期，包括在选项A当中。选项D，偏差分析通常用于分析项目的执行情况与计划之间的差距。

29、项目经理一直在与某承包商一起定期跟踪项目的某项关键可交付成果。进展情况报告表示并无特殊问题，而且工作处于正轨。但在最后一次检查会议上，项目经理指出，可交付成果将无法适应所指定的地点。项目经理接下来应如何识别合同未考虑该需求的原因？ The project manager has been working with a contractor to regularly track one of the project's key deliverables. Schedule reports indicated that there were no special issues and that work was on track. However, at the last inspection meeting, the project manager indicated that the deliverables would not fit in the designated location. How should the project manager then identify the reasons why the contract does not consider this requirement?

A：检查跟踪矩阵是否将某项需求与该可交付成果联系起来 Check whether the trace matrix associates a requirement with the deliverable
B：检查采购文档中是否规定应为该可交付成果而将某需求包含进来 Check if the procurement documentation specifies that a requirement is included for the deliverable
C：对执行需求文件的采购部门进行审计，以识别是否存在任何错误数据 Audit the purchasing department executing the Requirements documentation to identify if there’s any incorrect data
D：检查沟通管理计划中是否包含向承包商告知该需求 Check if the communications management plan includes notifying the contractor of this requirement

正确答案：A

解析：PMBOK（6）P148，5.2.3.2-需求跟踪矩阵。题干中关键字：“识别合同未考虑该需求的原因”。查询原因要先找到该需求的记录以及和可交付成果的关联性。选项A正确。选项BCD都可能是造成问题的原因，但是在确定问题原因的顺序上，应该先确定是否关联，否则BCD都会可能因为作为源头的需求跟踪矩阵出现问题而导致有问题。所以排除BCD。

30、项目经理提供项目范围说明书，但客户希望修改进程，这将显著变更范围，项目经理首先应该做什么？ The project manager provides the project scope statement, but the customer wants to modify the process - this will significantly change the scope. What should the project manager do first?

A：变更范围以符合新规范 Change the scope to conform to new specifications
B：遵循初始规范中定义的范围 Follow the scope defined in the original specification
C：提交一项变更请求，以适应新进度 Submit a change request to accommodate the new schedule
D：更新预算以考虑新规范 Update the budget to consider the new specification

正确答案：C

解析：PMBOK（6）P153，5.3-定义范围，其中提到“对于范围的任何变更都需要遵循变更管理过程”。新的进程变更将导致范围的显著变更，所以首先需要提交变更请求，经过变更控制流程的批准后再进行调整，而不是直接进行范围的变更，选项C正确。选项ABD在确保新的进程符合项目约束条件和范围基准后再执行。

31、项目经理已经非常了解项目相关方的期望，若要有效地规划，项目项目经理接下来应该采取什么行动？ The project manager is well aware of the expectations of the project stakeholders and what should the project manager do next to plan effectively?

A：根据资源可用性评估所需的能力 Assess the required capabilities based on resource availability
B：与团队一起举行开工会议 Hold an initiation meeting with the team
C：发现需要并将其分解为需求 Discover the need and break it down into requirements
D：确定项目预算和资金来源 Determine the project budget and source of funding

正确答案：C

解析：PMBOK（6）P141，5.2.1.3-相关方登记册。题干中的关键字是：“已经非常了解项目相关方的期望”“接下来应该采取什么行动”。所以是选择识别相关方之后最先要进行的子过程，启动过程组之后，规划过程组最先的是识别需求，所以选择C。估算活动资源和制定预算在识别需求之后，排除AD。开工会议在确定项目计划之后，规划结束，执行之前，排除B。

32、在一个项目中途，一名新项目经理加入团队。在审查项目管理计划后，项目经理意识到项目需求存在差距。项目经理下一步应该做什么？ In the middle of a project, a new project manager joins the team. After reviewing the project management plan, the project manager realized that there was a gap in project requirements. What should the project manager do next?

A：要求项目发起人提供所有遗漏的需求 Request the project sponsor to provide any missing requirements
B：与项目团队合作以收集所有遗漏的需求 Work with the project team to gather any missing requirements
C：与关键相关方开会，以识别与遗漏需求相关的风险 Have a meeting with key stakeholders to identify risks associated with missing requirements
D：安排一次与关键相关方的需求澄清会议 Schedule a requirement clarification meeting with key stakeholders

正确答案：D

解析：PMBOK（6）P170，5.6.2.1-数据分析-偏差分析。题干中的关键字：“项目中途”“需求存在差距”。根据题干中的关键字，范围存在差距，需要进行识别和分析，所以和相关方安排会议澄清。选项D正确。项目发起人不负责提供需求，排除A。收集需求在规划阶段开展，此时已经在执行/监控，排除B。

33、项目经理一直在与某承包商一起定期跟踪项目的某项关键可交付成果。进展情况报告表示并无特殊问题，而且工作处于正轨。但在最后一次检查会议上，项目经理指出，可交付成果将无法适应所指定的地点。项目经理接下来应如何识别合同未考虑该需求的原因？ The project manager has been working with a contractor to regularly track one of the project's key deliverables. Schedule reports indicated that there were no special issues and that work was on track. However, at the last inspection meeting, the project manager indicated that the deliverables would not fit in the designated location. How should the project manager then identify the reasons why the contract does not consider this requirement?

正确答案：A

34、项目经理提供项目范围说明书，但客户希望修改进程，这将显著变更范围，项目经理首先应该做什么？ The project manager provides the project scope statement, but the customer wants to modify the process - this will significantly change the scope. What should the project manager do first?

to consider the new specification

正确答案：C

解析：PMBOK（6）P166，5.5.3.3-确认范围-变更请求。题干中的关键字：“客户希望修改进程”“这将显著变更范围”。根据题意，首先应该提交变更请求。选项C正确。更新范围需要经过变更控制流程，排除A。遵循初始规范，不积极，排除B。更新预算是变更通过后的事情，排除D。

35、项目经理与关键相关方开会，设定明确的项目期望，项目经理使用的是什么工具或技术？ The project manager meets with key stakeholders to set clear project expectations. What tools or skills is used by the project manager?

A：产品分析 The product analysis
B：引导 The guide
C：专家判断 The expert judgment
D：多标准决策分析 The Mult-icriteria Decision Analysis

正确答案：B

解析：PMBOK（6）P145，5.2.2.6-人际关系与团队技能-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。

36、为了控制进度，项目经理采取了最小浮动时间来分析活动之间的顺序，以此来预测项目持续时间。她使用的技术是？ To control the schedule a project manager is analyzing the sequence of activities with the least amount of scheduling flexibility to predict the project duration. What technique is she using?

A：关键路径法（CPM）Critical path method
B：流程图 Flowchart
C：紧前关系绘图法（前导图） Precedence Diagramming Method (PDM)
D：里程碑图Milestone chart

正确答案：A

解析：关键路径就是浮动时间最少的那条路径，所以题干里的信息提示这种方法就是关键路径法。见《PMBOK指南（第6版）》6.5.2.2，P210。

37、滞后的含义是： The meaning of lag is:

A：不影响项目总工期的前提下，活动可以拖延的总时间；The total amount of time that activities can be delayed without affecting the overall project duration;
B：不影响紧后工作最早开始时间的前提下，活动可以拖延的总时间；The total amount of time that activities can be delayed without affecting the earliest starting time of the tight work;
C：等待时间；waiting time;
D：与紧前工作并行的时间。Time parallel to immediately preceding work.

正确答案：C

解析：滞后 LAG 的含义就是在前一项工作完成后增加等待时间，而不是让紧后工作马上开始。见《PMBOK指南（第6版）》6.3.2.3，P192。

38、一名项目团队成员报告说因为和她配合的技术人员离职了，需要重新招募替代人员，因此活动原定的开始时间需要顺延2周。因为项目对公司非常重要，这个突发情况导致管理层很紧张。你作为项目经理在汇报项目进展时却坚持说项目可以按期完成，不必担心。你可以这样说的依据是？ One project team member reported that because the technical staff who had been cooperating with her had left they needed to re-recruit the replacement one so the original start time of the activity had to be delayed by 2 weeks. Because the project is very important to the company this unexpected situation has caused the management to be very nervous. As the project manager，when you report the progress of the project you insist that the project can be completed on schedule without worrying about it. Why can you say that?

A：活动处于关键路径上，你会重点关注；The activity is on the critical path and you will focus on it;
B：活动处于非关键路径上，且总浮动时间大于2周；The activity is on the non-critical path and the total floating time is greater than 2 weeks;
C：活动处于非关键路径上，无论如何不会影响总工期；The activity is on a non-critical path regardless of how the total project duration is not affected;
D：活动处于关键路径上，团队可以加班赶回来。The activity is on the critical path and the team can work overtime.

正确答案：B

解析：能够有把握说活动顺延两周而不影响总工期，可以判断这项活动肯定在非关键路径上，因为关键路径上的活动一旦顺延，总工期肯定立刻改变。其次，这项活动的浮动时间如果大于 2 周，就可以包容它 2 周的顺延而不改变路径的长度，总工期暂时不会受到影响。

39、在进行绩效评审后，项目经理识别到关键路径上五个工作包的其中一个可能会延迟两周时间。若要确保项目按进度执行，项目经理应该做什么？ In conducting the report, the project manager identified one of the five work packages on the critical path that could be delayed by two weeks. What should the project manager do to ensure that the project is on schedule?

A：通知相关方，并请求更多时间来处理该工作包 Notify the stakeholders and request more time to process the work package
B：请求额外的资源来处理受影响的工作包 Request additional resources to handle the affected work packages
C：分析该工作包以确定是否可以使用一些浮动时间 Analyze the work package to determine if some floating time is available
D：调整受影响工作包的进度管理计划 Adjust the schedule management plan for the affected work packages

正确答案：B

解析：PMDOK（6）P215，6.5.2.6-进度压缩。选项A，焦点是工期出现了延迟，再请求更多的事件，问题更加严重。选项C，“关键路径”，浮动时间为0。选项D，进度管理计划是针对整个项目的，而不是针对工作包，错误。

40、由于监管要求，项目的上线日期是固定的，项目经理在规划阶段运行了关键路径这种方法，结果显示该项目预计会比规定时间晚两个月完成。项目经理该做什么来纠正这种情况？ Due to regulatory requirements, the project's on-line date

is fixed, and the project manager runs a critical path approach during the planning phase, which shows that the project is expected to be completed two months later than the required time. What should the project manager do to correct the project?

A：更新成本管理计划，为该项目分配更多资源 Update the cost management plan to allocate more resources to the current project
B：包含进度计划储备或紧急情况，并分析新的关键路径 Contain schedule reserves or contingencies, and analyzes new critical paths
C：进行反向排程，以重新定义所需的时间和资源 Reverse scheduling to redefine the time and resources required
D：通过剔除某些活动和缩短期限来缩减项目范围 Eliminate the elimination of certain activities and reduce deadlines to reduce the project scope

正确答案：C

解析：PMBOK（6）P209，6.5.2.1-进度网络分析。“上线的日期是固定的”，所以要以上线日期进行分析，根据分析的结果调整项目管理计划，譬如缩小项目范围、追加资源投入等等。选项ABD在选项C之后。

41、项目经理负责管理一个涉及与多个外部供应商合作的客户项目。该项目的最终结果是由某家印刷供应商印刷信件以履行项目。在集成测试期间，项目经理得知该印刷供应商尚未准备好进行印刷，这影响到项目的签字批准。在规划期间需要明确定义什么？ The project manager is responsible for managing a customer project involving working with multiple external vendors. The end result of the project is a printing letter from a printing vendor to fulfill the project. During the integration test, the project manager learned that the printing vendor was not ready for printing, which affected the project's signature approval. What needs to be clearly defined during planning?

A：信件模板任务需要在规划期间确定 Letter template tasks need to be determined during planning
B：履行项目的印刷商需要在规划期间识别 The printer performing the project needs to be identified during planning
C：需要与印刷供应商分享项目和交付计划 Projects and delivery plans need to be shared with print vendors
D：在此阶段准备的进度计划应包括外部依赖关系 The schedule prepared at this phase should include external dependencies

正确答案：D

解析：PMBOK（6）P192，6.3.2.2-确定和整合依赖关系-外部依赖关系。外部依赖关系是项目活动与非项目活动之间的依赖关系，这些依赖关系往往不在项目团队的控制范围内。

42、在项目执行期间，最初实施启动和规划工作的项目经理从公司离职，一位新项目经理接管了该项目。之后不久，其中一位关键相关方抱怨称，该项目耗时太长。将无法在截止期限前完成。项目经理首先应该做什么？ During the execution of the project, the project manager who initially carried out the initiation and planning work left the company and a new project manager took over the project. Shortly afterwards, one of the key stakeholders complained that the project was taking too long. Will not be able to meet the deadline. What should the project manager do first?

A：审查经批准的项目进度计划，确认计划的项目持续时间 Review approved project schedule and identify project duration
B：查阅资源管理计划，找到为加快工作而让更多资源投入工作的方法 Refer to the resource management plan for ways to get more resources to work faster
C：审查工作分解结构（WBS），了解是否可以通过削减任何工作来缩短项目持续时间 Review the work breakdown structure (WBS) to see if the project duration can be shortened by cutting any work
D：更新项目进度计划，以反映项目更长的持续时间 Update the project schedule to reflect longer project duration

正确答案：A

解析：PMBOK（6）P224，6.6.1.1-项目管理计划-进度基准。题干关键词“项目执行期间”“首先应该做什

么”。此题定位控制进度，相关方抱怨进度落后，需要先审查进度基准，再结合工作绩效进行分析并进一步解决问题，故选A； BCD都可能是A之后采取的措施。

43、负责跟踪项目文件的团队成员被指派到另一个项目，项目经理现在正在寻求项目文件，以便帮助制定进度计划。项目经理应使用哪些项目文件？ The team member responsible for tracking project documentation has been assigned to another project, and the project manager is now seeking project documentation. To help make schedule plans, what project documents should the project manager use?

A：经验教训登记册、里程碑列表、项目团队任务分配表 Lessons learned register, milestones list, project team task assignment list
B：里程碑列表、资源需求和项目章程 List of milestones, resource requirements, and project charter
C：范围基准、里程碑列表和活动清单 Scope baselines, milestone lists, and activity lists
D：活动清单、假设日志和进度基准 Activity lists, assumption logs, and schedule baselines

正确答案：C

解析：PMBOK（6）P207-6.5.1制定进度计划：输入。题干关键词“帮助制定进度计划”。选项A错误，项目团队任务分配表，即责任分配矩阵，具体到每个成员对每个工作包的职责。而项目团队派工单指的是每个成员在项目中的角色和职责，并未与每个工作包关联起来。责任分配矩阵不是6.5的输入；选项B错误，项目章程不是6.5的输入；选项C正确；选项D错误，进度基准是6.5的输出，而非输入。

44、项目经理管理的项目的进度绩效指数（SPI）为 0.9，成本绩效指数（CPI）为1.3。当前关键活动的总行动时间为-4天，任务关系都是完成到开始（FS）。若要将项目拉回正轨，项目经理应该做什么？ The Schedule Performance Index (SPI) for projects managed by the project manager was 0.9 and the cost performance index (CPI) was 1.3. The total operational time for the current critical activities is -4 days, and the mission relationship is Finish-to-Start (FS). What should the project manager do to get the project back on track?

A：使用快速跟进技术 Use the Fast Tracking technique
B：应用赶工技术 Use the crashing technique
C：减少项目范围 Reduce the project scope
D：修订项目进度计划 Revise the project schedule

正确答案：B

解析：PMBOK（6）P263，7.4.2.2-数据分析-进度绩效指数、成本绩效指数。题干关键词“SPI<1”、“CPI>1”、“FS”。 SPI<1意味着进度落后，需要采用进度压缩技术。CPI>1意味着成本有结余，可以增加资源。所以应用赶工来压缩进度，选B。选项A错误，因为任务关系都是FS，快速跟进会导致很大的风险；选项CD错误，此题的情景问题还不到修改基准的程度。

45、在审查了每月进度报告后，项目经理发现项目的进度绩效指数（SPI）低于 1.0，由于关键路径活动没有报告延迟，项目经理应该做什么？ After reviewing the monthly schedule report, the project manager finds that the project's Schedule Performance Index (SPI) is below 1.0. What should the project manager do since there is no reported delay in critical path activities?

A：审查非关键路径活动的可用浮动时间 Review the available float time for non-critical path activities
B：通知相关方该项目进展正常 Inform stakeholder that the project is scheduling normally
C：快速跟进关键路径活动 Follow up critical path activities quickly
D：估算项目成本的超支 Estimate project cost overruns

正确答案：A

解析：PMBOK（6）P263，7.4.2.2-数据分析-进度绩效指数。题干关键词“SPI<1”、“关键路径没有延迟”。 SPI<1说明进度绩效不佳，但是关键路径没有延迟，说明是非关键路径上的活动拖累了进度绩效，应该予以审查，故选A。选项B错误，违反职业道德；选项C错误，关键路径并没有延迟，无需快速跟进；选项D错误，成本与本题无关。

46、一个项目的工作说明书（SOW）要求在六个月内交付项目，项目经理担心时间表不合理。为解决这种情况，项目经理应该怎么做？ A project's Statement of work (SOW) required delivery within six months. The project manager is concerned that the schedule is not reasonable. What should the project manager do to resolve this situation?

A：按照 SOW 制定项目管理计划 Develop the project management plan according to SOW
B：请求额外的资源 Request additional resources
C：与主题专家（SMEs）和发起人会面，以设定可实现的期望 Have a meeting with subject matter experts (SMEs) and sponsors to set achievable expectations
D：通知项目发起人不能满足时间表 Notify the project sponsor that the schedule cannot be met

正确答案：C

解析：PMBOK（6）P200，6.4.2.1-专家判断。题干关键词“时间表不合理”。题干所述的问题，定位在制定进度计划之前的估算活动时间过程，现在这个时间不合理，在缺乏其他信息支撑的情况下，最佳方案是寻求专家的帮助，故选C；选项A错误，忽略了SOW的限制条件；选项B错误，不能脱离进度计划单单请求增加资源；选项D错误，行动消极。

47、对比几种估算活动持续时间的方法，下列表述正确的是？ Comparing several ways of estimating the duration of activities what is the correct statement?

A：类比估算比自下而上估算的成本低，通常准确度也低；Analogue estimation is less costly than bottom-up estimation and is usually less accurate;
B：参数估算法是估算每项活动的持续时间的最理想的方法； Parameter estimation is the most ideal way to estimate the duration of each activity;
C：专家判断法估算整个项目的工期通常是最可靠的；The expert judgment method estimates that the duration of the entire project is usually the most reliable;
D：用三点估算法公式得出的期望值就是确保能够完成该项工作的时间。 The expected value of the three-point estimation method is to ensure that the work is completed.

正确答案：A

解析：类比估算优点是快捷经济，但是缺点就是可能不准，和自下而上的估算的特点刚好相反。

48、编制项目计划时项目经理发现资源已过载，但无法获得更多的资源，工期还有一定的余量，项目经理最好去： The project resources had been overloaded but the project manager could not get more resources and there was still a certain amount of surplus in the project duration. What is the best thing for the project manager to do?

A：将非关键路径改为关键路径；Change the non-critical path to the critical path;
B：快速跟进项目；Fast-tracking the project;
C：实施资源平衡； Implementation of resource level;
D：实施资源平滑。 Implementation of resource smooth.

正确答案：C

解析：资源平衡 Resource Level 是指通过调整活动的开始或结束时间，来错开同期资源过载的问题。但往往会改变关键路径。题干中说时间还有余地，资源过载必须解决，资源平衡就是最佳选择。见《PMBOK指南（第6版）》 6.5.2.3，P211。

49、关于管理储备，以下表述哪一项是正确的： Which of the following statements about management reserve is true?

A：管理储备包含在成本基准中；Management reserve should be included in the cost line;
B：管理储备包含在项目预算中；Management reserve should be included in the project budget;
C：管理储备由项目经理掌握； Management reserve is controlled by the project manager;
D：管理储备用于应对已知-未知风险。 Management reserve is used to deal with known-unknown risks.

正确答案：B

解析：管理储备专门用于应对未知-未知风险，D 不正确。管理储备由高级管理层掌握，C 不正确；管理储备不包含在成本基准中，但包含在项目预算中（项目预算=成本基准+管理储备），因此 A 不正确，只有 B 正确。

50、完工估算（EAC）是下面哪一项的定期评估： Estimate at completion (EAC) is a periodic evaluation of:

A：已完成工作的成本；The cost of the completed work;
B：已完成工作的价值；The value of the work performed;
C：预测项目完成时的总成本； Total cost estimates when the project is completed;
D：预测完成项目还将需要的成本；Estimates of the costs that are still required from now to the completion of the project;

正确答案：C

解析：选项 A 已完成工作的成本是 AC；选项 B 已完成工作的价值是 EV；选项 D 预测完成项目还将需要的成本是完工尚需估算 ETC。

**51、如果挣值（EV）350，实际成本（AC）400，计划值（PV）300，那么成本偏差

（CV）是？** If earned value (EV) =350, actual cost (AC) =400, and planned value (PV) =300, what is cost variance (CV)?

A：100
B：-100
C：50
D：-50

正确答案：D

解析：CV=EV-AC=350-400=-50

52、某个预算为200万美元的项目计划在第一年花掉100万美元。经过一年，实际成本为 120万美元美元。进过评估，工作完成了总计划的40%。项目主要相关方讨论决定就按当前项目绩效水平预测，那么完成项目还需要多少成本？ A project with budget of $2 million planned to spend $1 million in the first year. After a year, the actual cost of the project is $1.2 million. After the assessment, they completed 40% work of the total plan. The key stakeholders of the project decide use current project performance level. How much will it cost to complete the project yet?

A：120万美元$1.2 million
B：180万美元$1.8 million
C：225万美元$2.25 million
D：300万美元$3 million

正确答案：B

解析：BAC=200，PV=100，AC=120，EV=200*40%=80。讨论决定就按当前项目绩效水平预测。该决定是按照典型偏差进行计算，所以选用典型偏差计算公司来预测，计算EAC。采用EAC=BAC/CPI计算公式。（《PMBOK指南（第6版）》7.4.2.2，P265：假设以当前CPI完成ETC工作。这种方法假设项目将按截至目前情况继续进行，即ETC工作将按项目截至目前累计成本绩效指数CPI实施。公式EAC=BAC/CPI。题干描述符合这种情况）。CPI=EV/AC=80/120=2/3EAC=BAC/CPI=200/2/3=300ETC=EAC-AC=300-120=180选B。选C不正确。见《PMBOK指南（第6版）》7.4.2.2，P265，假设SPI与CPI将同时影响ETC工作，在这种预测中，需要计算一个由成本绩效指数与进度绩效指数综合决定的效率指标，并假设ETC工作将按该效率指标完成。如果项目进度对ETC有重要影响，这种方法最有效。题干没有提到进度对ETC有影响，题干只提到了成本影响，不应该选择综合效率指标。

53、项目经理希望将质量管理技术引进到项目中。下列哪一项可以作为持续质量改进的基础？ The project manager wants to introduce quality management techniques to the project. Which of the following can be used as the basis for continuous quality improvement?

A：参数估算Parametric estimating
B：计划-实施-检查-行动循环Plan-do-check-act cycle
C：标杆对照Benchmarking
D：成本效益分析Cost-benefit analysis

正确答案：B

解析：戴明的 PDCA 循环就是持续质量改进的基础。

54、 X项目团队中的部分团队成员同时还要承担Y项目的工作，X项目估算活动历时必须用到下面哪一项？ Some members of the project X team also undertake the work of project Y at the same time. Which of the following items should be used for estimating activities of project X?

A：历时上其它项目中类似活动的历时；The duration of similar activities in other projects in the past;
B：项目Y的进度计划； Schedule of project Y;
C：资源日历；Resource calendar;
D：成员所在职能部门经理的意见。Comments from the functional managers of the members.

正确答案：C

解析：资源日历是项目团队成员（资源）的工作日历，项目经理通过了解资源日历，才能够知道每个资源可用的时间，避开与其它项目工作的冲突。见《PMBOK指南（第6版）》9.2.1.2，P323。

55、在项目执行期间，大家注意到实际支出与基准成本估算相比过高。项目经理下一步应该做什么？ During the execution of the project, it was noted that actual expenditures were too high compared to baseline cost estimates. What should the project manager do next?

A：重新审视项目范围并缩减高成本事项 Re-examine the project scope and reduce high-cost matters
B：查看假设日志以了解哪些成本假设是错误的 Review the assumption log to see which cost assumptions are wrong
C：查看历史数据以获得新的成本估算 View historical data for new cost estimates
D：更新成本预测并与项目发起人讨论选项 Update the cost forecast and discuss options with the project sponsor

正确答案：B

解析：PMBOK（6）P257，7.4-控制成本。题干关键词“实际支出超出成本基准”。发生了问题，首先要分析问题，然后才是解决问题，优选B。选项ACD都是

在B之后可能采取的行动之一。

56、在项目执行中，项目经理发现了严重成本超支问题。在进行根本原因分析后，项目经理确定批准的预算与原始估算不一致。若要避免这个问题，项目经理应该事先做什么？ During project execution, the project manager discovered significant cost overruns. After a root cause analysis, the project manager determines that the approved budget is inconsistent with the original estimate. To avoid this issue, what should the project manager do beforehand?

A：注意在每次挣值审查期间的趋势，并在第一次出现超支迹象时重新估算 Note trends during each earned value review and re-estimate at the first sign of over-expenditure
B：预测成本超支，并请求提供更高的应急储备以解决潜在的差距 Anticipate cost overruns and request higher contingency reserves to address potential gaps
C：在创建成本管理计划期间识别这种差异，并增加预算 Identify these variations during the creation of the cost management plan and increase the budget
D：减少团队估算的小时数以与原始项目预算保持一致 Reduce the team's estimated hours to stay in line with the original project budget

正确答案：A

解析：PMBOK（6）P261，7.4.2.2-数据分析-挣值分析。题干关键词“避免”、“事先”。此题定位在7.4控制成本，应该在控制成本的过程中比较实际成本与成本基线的差距并做好预测，如果发现超支，应采取相应对策，故选A。选项B错误，因为事先预测成本超支没有依据；选项C错误，成本管理计划描述如何规划、安排和控制项目成本，并没有识别差异的内容；选项D错误，没有通过整体变更控制流程。

57、项目经理正在估算其组织之前未从事过的一类项目的成本，应该使用什么方法来估算成本？ The project manager is estimating the cost of a type of project that his organization has not undertaken before. What method should be used to estimate the cost?

A：参数估算 Parametric estimating
B：自下而上估算 Bottom-up estimating
C：自上而下估算 Top-down estimating
D：三点估算 Three-point estimating

正确答案：B

解析：PMBOK（6）P202，6.4.2.5-自下而上估算。“从未从事过的一类项目”，没有可以用以参照的项目，排除参数估算和类比估算。选项D，三点估算在估算的过程中兼顾风险因素，情景中没有强调类似的场景，排除。

58、在项目管理计划批准后不久，项目经理加入团队，请求项目分配必要的资源。已批准项目管理计划的IT主管拒绝释放两名IT 团队成员，因为他们觉得没有这些团队成员无法管理。为避免这个问题，应事先完成哪一份计划？ Soon after the project management plan was approved, the project manager joined the team and was asking the project to allocate the necessary resources. The IT director who approved the project management plan refused to release the two IT team members because they felt they could not manage without these team members. To avoid this issue, which plan should be completed in beforehand?

A：资源管理计划 The resource management plan
B：质量管理计划 The Quality management plan
C：成本管理计划 The Cost management plan
D：需求管理计划 The requirements management plan

正确答案：A

解析：PMBOK（6）P318，9.1.3.1-资源管理计划。题干关键词“事先应完成哪一份计划”。本题直接定位资源管理知识领域，选A。选项BCD都是知识领域定位错误。

59、下面是非一致成本的例子，除了： All the following are examples of the cost of nonconformance EXCEPT:

A：返工rework
B：培训training
C：报废scrap
D：保修warranty

正确答案：B

解析：培训是为了提高团队成员的能力或统一对项目的质量的认识，是为了预防缺陷的产生，是一致性成本。

60、项目团队发现造成产品缺陷的原因可以归纳为5种，而且每种原因导致的缺陷数量是不同的，以下哪个工具有助于帮助项目经理确定解决这些缺陷原因的优先顺序？ The project team has discovered that causes of the product defects can be summarize to five, and each cause has a different number of defects. Which tool can help the project manager to determine the priorities of these causes to deal with?

A：帕累托图Pareto chart
B：鱼骨图Fishbone diagram
C：直方图Histogram
D：散点图Scatter diagram

正确答案：A

解析：帕累托图的原理就是将缺陷按原因归类后排序（缺陷从多到少），然后画出缺陷累计曲线，少数原因造成的缺陷已占到总缺陷数量的大部分，帮助项目经理集中精力针对少数原因就能解决大部分缺陷。

61、质量保证团队发现某制造项目未能交付优质产品，但项目团队成员拒绝接受这些调查结果。项目经理应该如何减轻这一冲突？ The quality assurance team found that a manufacturing project failed to deliver high-quality products, but the project team members refused to accept these investigations. How should the project manager mitigate this conflict?

A：与项目团队一起审查质量管理计划 Review the quality management plan with the project team together
B：推动项目团队与质量保证团队开展富有成效的协作 Drive a productive one between the project team and the quality assurance team
C：继续实施质量管理计划 Continue to implement the quality management plan
D：要求项目团队接受质量保证调查结果 Request the project team to accept quality assurance

正确答案：A

解析：PMBOK（6）P288，8.2-管理质量。质量保证团队和质量控制团队对质量活动没有达成统一意见，此时需要对质量管理计划进行审查。因为问题出在对质量管理活动的分歧上，所以选项B将其视为冲突进行管理欠佳，排除。选项C，在质量管理计划获得认可前继续实施不现实。选项D，过于武断。

62、在执行一份预算有限的项目期间，一些团队成员建议通过跳过质量管理来节省资金。项目经理应该做什么？ During the execution of a project with a limited budget, some team members suggest that the organization be organized by skipping quality management. What should the project manager do?

A：请求发起人增加预算 Request the sponsor to increase budget
B：要求相关方变更质量标准 Request the stakeholders to change quality criteria
C：由于预算有限，接受团队的建议 Accept the team's recommendations due to limited budget
D：教育团队了解质量管理的重要性 Educate the team to understand the importance of quality management

正确答案：D

解析：PMBOK（6）P277，8.1-规划质量管理。这道题目考察大家对于现代质量管理意识的理解，质量管理是必要的，需要全员参与。

63、一所大学有一个项目，为新录取的学生实施新的在线申请系统，试验解决方案显示，大量的申请捕捉到不完整和不准确的数据。项目团队、主题专家（SME）和关键相关方召开了一次研讨会，以调查这些错误的原因。若要专注于正确的领域进行变更，从而提高数据捕捉流程的质量，项目经理应该与团队一起使用下列哪一项技术？ A university has a project to implement a new online application system for new students, and pilot solutions show that large numbers of applications capture incomplete and inaccurate data. The project team, subject matter experts (SME), and key stakeholders held a workshop to investigate the causes of these errors. To focus on making changes in the right areas to improve the quality of the data capture process, which of the following techniques should the project manager use with the team?

A：因果图 Cause and effect diagrams
B：亲和图 Affinity diagrams
C：影响图 Influence diagrams
D：鱼骨图 Fishbone diagrams

正确答案：B

解析：PMBOK（6）P293，8.2.2.4-数据表现-亲和图。亲和图可以对潜在缺陷成因进行分类，展示最应关注的领域。这道题目容易选A或者D，但是要注意“大量申请捕捉到不完

整和不准确的数据”，这是一个广泛性的问题，所以更应该使用亲和图来分类潜在的原因。

64、相关方希望提高产品质量，但在投资培训还是投资设备之间存在冲突。项目经理应该做什么？ The stakeholders want to improve the quality of their products, but there is a conflict between investing in training and investing in equipment. What should the project manager do?

A：进行成本效益分析 Execute a cost-benefit analysis
B：同时投资两种方案 Invest in both options at the same time
C：召开会议以达成一致意见 A meeting was held to reach an agreement
D：与发起人沟通 Communicate with the sponsor

正确答案：A

解析：PMBOK（6）P282，8.1.2.3-数据分析-成本效益分析。成本效益分析是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。“投资培训”还是“投资设备”，存在两个选择，成本效益分析适用。选项BCD，要基于成本效益分析的结果，在A选项之后。

65、在项目收尾阶段，几位相关方告知客户经理说，项目文件含糊不清。项目经理本应采取什么措施来避免发生这些问题？ At the closure phase of the project, several stakeholders informed the account manager that the project documentation was vague. What should the project manager do to avoid these issues?

A：将与文档所涉之角色和职责纳入配置管理计划 Incorporate the roles and responsibilities covered by the document into the configuration management plan
B：将针对文件质量控制的具体措施纳入质量管理计划 Incorporate specific measures for document quality control into the quality management plan
C：在沟通管理计划中记载更多与相关方一起进行的沟通活动 Document more communication activities with stakeholder in the Communications management plan
D：将必要措施包含进来，对范围管理计划中的文档进行验证 Include the necessary actions to validate the documentation in the scope management plan

正确答案：B

解析：PMBOK（6）P286，8.1.3.1-质量管理计划。“项目文件含糊不清”，问题出在对项目管理过程中的程序和标准没有清晰界定，所以要想避免问题的发生，就需要对质量管理计划进行完善。选项A，人员的角色和职责记录在资源管理计划当中。选项C，问题不是出在信息传递上。选项D，情景没有中没有强调问题集中在范围管理计划，排除。

66、在某项目中，需要为某连锁药店生产一系列健康补充品，客户向项目经理报告称某些产品未达到质量要求，他们似乎存在同样的缺陷。项目经理该做什么？ In a project to produce a range of health supplements for a chain of pharmacies, the customer reported to the project manager that some products did not meet quality requirements and that they appeared to have the same defects. What should the project manager do?

A：加强检查 Strengthen inspection
B：进行根本原因分析 Execute root cause analysis
C：审视各个过程 Review all processes
D：增加统计抽样 Increase statistical sampling

正确答案：B

解析：发现质量问题，宜先分析根本原因，解决该问题后，再通过审计进行排查。选项AD是在解决当前后可能做出的调整，这些质量控制活动要更新到质量管理计划。

67、在位于不同地区的众多相关方验收可交付成果后，项目经理希望衡量他们的满意度。项目经理该使用哪种工具？ The project manager want to measure their satisfaction after a large number of stakeholders in different regions have accepted deliverables. Which tool should the project manager use?

A：头脑风暴 Brainstorming
B：焦点小组 Focus groups
C：访谈 Interviews
D：调研 Researches

正确答案：D

解析：PMBOK（6）P303，8.3.2.1-问卷调查。题干中的关键字：“不同地区”“衡量他们的满意度”。根据题目中的场景，问卷调查是最合适的工具，选项D正确。头脑风暴和焦点小组都不用来收集满意度，排除AB。由于题设中相关方位于不同地区，访谈效率低成本高，排除C。

68、在采购规划过程中，发起人指示项目经理必须创建一个风险最小的采购计划。以下哪种合同类型对买方风险最小？ During the procurement planning process, the sponsor indicates that the project manager must create a procurement plan with the least risk. Which of the following contract types demonstrates the least risk for the buyer?

A：总价加激励费合同 Fixed price incentive fee contract（FPIF）
B：固定总价合同 Firm fixed price contract（FFP）
C：成本加奖励费合同 Cost plus award fee contract（CPAF） D：工料合同 Time and material contract（T&M）

正确答案：B

解析：对买方来说，总价类合同比成本补偿类合同风险小，总价类合同中固定总价风险最小。容易选错的选项 A，虽然总价加激励费合同如果成本节约买方也可以分享收益，但这里不是评估合同款高低，是说风险高低，风险即不确定性，固定总价合同可以理解为对买方没有不确定性。而总价加激励费最终可能多付可能少付，少付多付都是不确定性。

69、项目经理正在按照工料合同为客户做项目。团队做了挣值分析，确认该项目可以提前完工，而且少于原始的预算。不过项目经理所在的公司与技术分包公司签属的是固定总价合同。这意味着项目经理所在公司利润将会减少，根据项目利润项目经理的奖金也会比预计的少。项目经理应该怎么办？ A project manager is developing a project for a client working on a time-and-material contract. They have performed an earned value analysis and verified that the project can be completed earlier and under the original estimated budget. However, the company that the project manager is working with has a firm-fixed-price contract with the technical subcontractor. This means that the project manager's company's profits will be reduced and the project manager's bonus will be less than expected. What should the project manager do?

A：通知客户，现在加进来一些原先删除的需求；Inform the client that they can now add some original requirements have been deleted;
B：告诉技术分包公司放慢速度让项目可以实现预计的利润；Tell the technology subcontracting company to slow down so that the project can realize the expected profit;
C：告诉客户项目可以提前完成并节约成本；Tell the client that the project can be completed in advance and save cost;
D：提高测试标准、增加测试投入，以符合原始的项目预算。Upgrade test standards and increase test inputs to meet the original project budget.

正确答案：C

解析：这个题考的是项目经理的职业道德，能够提前完工和节约成本，即便影响公司利润和自己的奖金，也应如实告知客户，维护客户权益。

70、项目团队确定他们需要采购的材料规格、数量和所需的质量等级。接下来应该完成哪一项？ The project team determined the specifications, quantities and required quality levels of the materials we needed to procure. Which one should be done next?

A：采购管理计划 The procurement management plan
B：采购工作说明书（SOW） The procurement Statement of Work (SOW)
C：供方选择标准 The source selection criteria
D：需求文件 The requirements Documentation

正确答案：B

解析：PMBOK（6）P477，12.1.3.4-采购工作说明书。工作说明书会充分详细地描述拟采购的产品、服务或成果，以便潜在卖方确定是否有能力提供此类产品、服务或成果。选项A，采购管理计划记录了采购过程中的各项活动。选项C，供方选择标准是对潜在供应商的评判标准。选项D，需求文件是对收集到的需求的汇总。

71、一个旷日持久的项目接近尾声。客户告知项目经理，所发送的部分收尾文件未达到文件的新技术标准。客户声明其在该周刚刚发布新版本，且必须尽快发送新文件以关闭项目。项目经理该如何应对这种情况？ A protracted project is drawing to a close. The customer informed the project manager that some of the closing documents sent did not meet the new technique criteria for the documents. The customer states that a new version was released during the week and that new documents must be sent as soon as possible to close the project. How should the project manager deal with this situation?

A：根据该新标准更新所有文件，并将它们重新提交给客户，以便进行项目验收 Update all documents according to new criteria and re-submit them to the customer for the project acceptance
B：告知客户所签署的合同义务文件未包含该新标准 Inform the customer that the new criteria is not included in the contractual obligation document signed by the customer
C：更新项目风险登记册和项目管理计划，以符合该新标准 Update the project risk register and project management plan to meet the new criteria
D：继续编制所有收尾文件，不理会该新标准 Continue to prepare all closing documents, ignoring the new criteria

正确答案：B

解析：PMBOK（6）P492，12.3-控制采购。对于新的技术标准，要通过变更程序实施变更，但AC选项均缺少了必要的评估环节就实施了，错误。选项D，置之不理也是不妥当的，排除后，只有B选项没有问题。如果客户方坚持要采用最新的技术标准，要通过整体变更控制流程进行更新。

72、项目团队需要获得市场上提供的其他数据，以明确范围中的产品规格。在这种情况下应该使用哪种类型的投标文件？ The project team needs to obtain additional data available on the market to clarify the product specifications in the scope. What type of bid document should be used in this case?

A：建议邀请书（RFP） The request for proposal (RFP)
B：报价邀请书（RFQ） The Request for Quotation (RFQ)
C：信息邀请书（RFI） The request for information (RFI)
D：解决方案邀请书（RFS） The request for solution (RFS)

正确答案：C

解析：PMBOK（6）P477，12.1.3.3-招标文件-信息邀请书。如果需要卖方提供关于拟采购货物和服务的更多信息，就使用信息邀请书。随后一般还会使用报价邀请书或建议邀请书。

73、当项目经理休假时，团队成员无法决定是利用内部资源还是获得外部支持，团队不确定如何以及应在预算和风险因素中获得什么。团队成员接下来应该做什么？ When the project manager is on leave, team members cannot decide whether to use internal resources or receive external support, and the team is not sure how and what to get from budget and risk factors. What should team members do next?

A：将该问题升级上报给指导委员会 Escalate the issue to the Steering Committee
B：审查采购管理计划 Review the procurement management plan
C：重新检查变更管理计划 Re-examine the change management plan
D：查看所有外部活动的成本估算 View cost estimates for all external activities

正确答案：B

解析：PMBOK （6）P475，12.1.3.1 -采购管理计划，定义内容：如何开展采购活动，估算、风险。关键词“不确定，内部资源还是获取外部资源”，参考PMBOK （6）P479 ，12.1.3.6 -自制或外购决策，表明处在采购管理的执行过程组。

74、某开发商按合同为某公司建设和运营一个工厂，合同采用一次性付清钱款的全包式合同。该公司将采购该工厂生产的所有产品。该公司不熟悉此类合同安排，要求在项目实施前必须提供保证。项目经理该做什么？ A developer builds and operates a factory for a company under a contract that uses an all-inclusive contract for a one-time payment. The company will procure all the products produced at the factory. The company is not familiar with such contractual arrangements and requires assurance that the project will be implemented. What should the project manager do?

A：将情况告知变更控制委员会（CCB），并征得其批准 Inform the Change Control Board (CCB) of the situation and obtain its approval
B：安排与该开发商开会讨论合同条款 Arrange a meeting with the developer to discuss the terms of the contract
C：将该合同上报给投资委员会，待其审批 Escalate the contract to the Investment Committee for approval
D：将范围管理计划和质量管理计划提交给投资委员会，待其审批 Submit the scope management plan and quality management plan to the Investment Committee for approval

正确答案：B

解析：PMBOK（6）P487，12.2.2.3 -投标人会议：目的是确保所有潜在

投标人对采购要求都有清楚且一致的理解。关键词“不熟悉此类合同安排，PM应该做什么”即如何确保合同顺利执行，最有效的是会议沟通从而达成一致。其他选项未涉及合同谈判。

75、在某建设施工项目中，项目经理与分包商因项目团队提出的某些变更订单引起的资金索赔发生纠纷。为解决该问题，项目经理应采取的第一个步骤是什么？ In a construction project, the project manager and the subcontractor have a dispute over a fund claim arising from certain change orders made by the project team. What is the first step the project manager should take to resolve the issue?

A：替代性纠纷解决方案（ADR） Alternative Dispute Resolution (ADR)
B：磋商 Make consultations
C：法律诉讼 Initiate legal actions
D：增加预算请求 Increase the budget request

正确答案：B

解析：PMBOK（6）P498，12.3.2.2 -索赔管理。谈判是解决所有索赔和争议的首选方法。

76、项目经理正与新批准的供应商共同努力交付一个软件项目，在收集需求时，超出范围的几个内容被确定为重要的系统特征：供应商合同不包括关于如何处理超出范围的内容的条款。项目经理该做什么？ The project manager is working with the newly approved vendor to deliver a software project, and several out-of-scope items are identified as important system characteristics when collecting requirements: the vendor contract does not include provisions on how to handle out-of-scope items. What should the project manager do?

A：告知项目相关方说，由于供应商的合同限制，重要的系统功能无法包含在范围之中 Inform project stakeholders that important system functions cannot be included in the scope due to vendor contractual limitations
B：坚持要求供应商将重要功能包含进来，确保该软件项目取得成功，并包含不可少的功能 Insist that the vendor include important features to ensure that the software project is successful and includes essential features
C：与供应商共同修改合同，以便将可用来实现重要功能的变更请求过程考虑进来 Work with vendors to modify contracts to take into account change request processes that can be used to implement important functions
D：将不太重要的内容从供应商的范围删除，并增加已被确定为重要系统功能的内容 Remove less important content from the vendor scope and add content that has been identified as important system functionality

正确答案：C

解析：PMBOK（6）P499，12.3.3.3 -采购文档更新。关键词“正交付，合同不包括”表明在控制采购阶段，发生采购范围变更，需要更新合同。该操作需要与供应商共同协商完成。

77、某组织希望为其网站门户中某—版块采用一种新的理念，CEO指定了项目经理，并希望立刻选定供应商。项目经理首先应该做什么？ An organization that wanted to adopt a new concept for a section of its web portal, the Chief Executive Officer designated a project manager and wanted to pick a vendor immediately. What should the project manager do first?

A：了解供应商的期望 Understand vendor expectations
B：为供应商设定资源选择原则 Set resource selection principles for vendors
C：根据组织过程资产创建一份供应商清单 Create a list of vendors based on the organizational process assets
D：为供应商制定行业标杆 Set industry baselines for vendors

正确答案：B

解析：PMBOK（6）P478，12.1.3.5 -供方选择标准。关键词“采用新理念，选定供应商”意味着这种新理念是选择供应商的关键标准，B选项合适。

78、项目经理在海外某国实施一个技术涉密的项目，该国发生了暴乱，尽管项目经理启动了应急响应机制，升级了安保措施，但武装分子不断冲击项目现场。在来不及获得批准的情况下，项目经理下令销毁了项目机密数据，并立即组织人员撤离。这属于风险应对的哪一种？ The project manager is carrying out a project involving technical secrets in a foreign country. The country has had a riot, and the project manager has launched an emergency response mechanism to upgrade security standards, but the militants continue to hit the site. In no time to get approval, project manager ordered the destruction of the confidential data, and organize personnel to evacuate immediately. Which of these is the risk response?

A：应急计划 Contingency plan
B：弹回计划 Fallback plan
C：权变措施 Workaround response
D：减轻风险 Risk mitigation

正确答案：C

解析：人命关天，涉及团队成员和相关方人生安全的风险发生时，往往项目已在章程中授权项目经理可以实施自动权变措施，不必等待批准。

79、客户要求项目经理提前一个月让系统上线。项目经理组织团队进行了影响分析后提出了两个变更请求，一是将自己团队不擅长的子项目M分包给更为专业的外部团队，二是申请将需要创新性研发，且不确定性很强的功能X从本项目范围中移出，上交给由技术总监负责的开发团队。项目经理分别采取的是哪种风险应对策略？ The client asked the project manager to release the system one month in advance. Project manager and team evaluated the influence, and then puts forward two change requests, one is to subcontract sub-project M to a professional external team which his team is not good at, the other, removing function X which is uncertainty and needs innovative research from the project scope, and transfer it to the development team directly lead by technical director. What is the risk response strategy for the project manager?

A：转移、上报 transfer and report
B：转移、减轻 transfer and mitigation
C：转移、规避 transfer and avoid
D：规避、上报 avoid and report

正确答案：C

解析：将自己不擅长的工作外包属于典型的风险转移；把工作从范围中移出，不管交给谁做，从项目的角度都是规避了这个工作带来的风险。上报是项目经理将自己没有获得授权的决策上报给高级管理层决策。

80、项目经理正在为项目准备两个备选方案，方案1成功的概率80%，如果成功可以为项目节省100万美元，但是失败了的话要增加100万美元的成本；方案2成功的概率50%，成功的话可以节省200万美元，失败会增加100万美元的成本。那么项目经理应该推荐哪个方案？理由是？ The project manager is comparing two solutions for the project. The probability of success is 80% for solution 1. If it works it could save $1 million for the project but if it doesn't work it's going to cost you a million dollars on the project. Solution 2 has 50% probability of success success can save $2 million failure would increase the cost of $1 million. So which solution should the project manager recommend? What is the reason?

A：方案1 因为预期货币价值EMV比方案2多10万 Solution 1 because the EMV of solution1 is $100000 more than the EMV of solution 2.
B：方案2 因为成功的话比方案1多节省100万 Solution 2 because it can save a million more than the solution1.
C：方案1 因为成功的概率比方案2高30% Solution 1 because its probability of success is 30% higher than that of solution 2.
D：方案2 因为预期货币价值EMV比方案1多20万 solution 2 because the EMV of solution 2 is $200000 more than the EMV of solution 1.

正确答案：A

解析：决策树，分别计算每个方案成功和失败的收益/损失*概率，省的钱就是收益，取正值；增加的钱就是损失，取负值。最终取预期货币价值 EMV 高的方案。

81、在项目预算评审会上，项目经理说以目前的预算可以完成项目的把握是75%，并解释了这是由多种风险综合影响的结果。发起人问如果将完成的概率提高到85%，需要追加多少预算？项目经理要想回答这个问题，需要用到下面哪一种技术？ At the project budget review meeting, the project manager said that with current budget the project could be completed at probability of 75% and explained that this was the result of a combination of risks. The sponsor asked how much additional budget would be required if the probability of completion increased to 85%? Which of the following techniques is needed to answer this question?

A：敏感性分析 Sensitivity analysis
B：决策树分析Decision tree analysis.
C：趋势分析Trend analysis
D：蒙特卡洛分析Monte Carlo analysis.

正确答案：D

解析：蒙特卡洛分析是量化风险分析的一种，通过计算机模拟每增加单位预算（如 1 万美元）对应的项目完成的概率变化，来分析预算变化与项目完成概率的关系曲线。因此有了这个曲线，就可以回答发起人，从 75%的概率提高到 85% 需要追加的预算。

82、一个之前识别到的项目风险已成为一个问题，有可能导致所有项目工作立即停止，且停工时长未知。项目经理应该做什么？ A previously identified project risk has become an issue that could cause all project work to stop immediately and the downtime is unknown. What should the project manager do?

A：使用实施风险应对流程。 Use and implement risk responses process
B：暂停项目，并解散所有项目团队成员，直至另行通知 Suspend the project and disband all project team members until further notice
C：召开一次紧急指导委员会会议，征求如何最好地解决问题的指导 Convene a contingency steering committee meeting to seek guidance on how best to resolve the issue
D：请求质量管理团队帮助解决该问题 Request the quality management team to help resolve the issue

正确答案：A

解析：PMBOK（6）P449，11.6-实施风险应对。“风险已经成为问题”，风险被触发，查阅风险登记册，实施预设的风险应对计划。选项B，太过绝对。选项C，已经对风险进行了评估。选项D，情景没有提到是由质量问题导致的风险。

83、项目经理在开始项目之前得知一个高风险事项，项目经理已完成风险分析，并得出结论认为该风险是正面、高影响、低概率的风险。项目经理应该怎么做？ The project manager is informed of a high-risk matter prior to the start of the project, and the project manager has completed the risk analysis and concludes that the risk was a positive, high-impact, low-probability risk. What should the project manager do?

A：进行成本效益分析 Execute a cost-benefit analysis
B：安排风险头脑风暴会议 Arrange a risk brainstorming session
C：采取行动以捕捉不确定性的正面影响 Take actions to capture the positive impact of uncertainty
D：进行优势、劣势、机会和威胁（SWOT）分析 Execute Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis

正确答案：C

解析：PMBOK（6）P444，11.5.2.5-机会应对策略。“正面、高影响、低概率的风险”，属于机会，规划应对，增强或开拓发生的机率。选项A，成本效益分析侧重于从财务视角评估投入产出效果。选项B，头脑风暴通常用于识别风险，在C选项之前。选项D，SWOT分析是识别风险的工具，在C选项之前。

84、一位低薪采购人员在项目的关键阶段提前一个月提出辞职通知，使项目面临超支风险。虽然处于一个矩阵型环境，但项目经理对职能经理有影响力，可以要求对该采购人员加薪。项目经理应该做什么？ A basic-salary purchaser submits a resignation notice one month beforehand during the critical phase of the project, which put the project at risk of overspending. Although in a matrix environment, the project manager has influence over the functional manager and can ask for a pay rise for the purchaser. What should the project manager do?

A：要求职能经理给该采购人员加薪 Request the functional manager to give the purchasing officer a raise
B：咨询职能经理并查看风险管理计划以确定应对措施 Consult the functional manager and review the risk management plan to determine the response
C：与管理团队召开会议，以讨论下一步行动 Have a meeting with the management team to discuss the next steps
D：更新风险登记册并请求提供新的采购人员 Update the risk register and request new procurement staff

正确答案：B

解析：PMBOK（6）P453，11.7-监督风险。风险发生，查看风险登记册是否有记录，如果属于新风险，结合风险管理计划制定风险应对计划。选项A，是一个陷阱选项，加薪可能是一种应对的策略，但是也要首先进行评估分析。选项C，资源的薪资管理由职能部门经理决定。选项D，更新风险登记册是正确的，但是是否替换为新的采购人员要看应对计划中的约定。

85、在某道路基础设施项目施工过程中，已根据官方气象预报针对天气情况方面的风险估算安排了部分应急储备。但与项目规划过程中使用的最初预测相比，最新气象预报预测接下来数周的气象条件将更加恶劣。项目经理该做什么？ During the construction of a road infrastructure project, some contingency reserves have been arranged according to the official weather forecast's risk estimates for weather conditions. However, the latest weather forecast predicts worse weather conditions in the coming weeks than the initial forecasts used in the project planning process. What should the project manager do?

A：分析风险相对较小的项目活动剩余未用的应急储备，并在必要时动用它们 Analysis of unused contingency reserves for relatively low-risk project activities and, where necessary, their use
B：由于根据气象预报可能会出现额外风险，向变更控制委员会（CCB）提出动用管理储备的请求 Submit a request to the Change Control Board (CCB) to use the management reserve, as additional risks may arise based on weather forecasts
C：确定剩余的应急储备是都足以应对不确定的气象条件，并在必要时提出变更请求 Determine that the remaining contingency reserves are sufficient to cope with uncertain weather conditions and, if necessary, propose change requests
D：检查剩余的项目预算是否足以涵盖更加恶劣的气象条件可能会造成的额外风险 Check that the remaining project budget is sufficient to cover the additional risks that may result from harsher weather conditions

正确答案：C

解析：PMBOK（6）P456，11.7.2.1-数据分析-储备分析。关键词“最新预测，更加恶劣”，更加恶劣的情况即风险的危害加强，那么之前规划的风险储备可能是不充足的，需要进行补充，补充储备是需要变更的，所以选项C正确。应急储备专项专用，未用到的需要通过变更释放资源，排除A。管理储备适用于未知未知风险，此风险已知，排除B。D描述正确但是没有C全面，排除D。

86、项目经理向某部门交付系统。其中一个项目供应商在交付关键系统组件方面总是延迟。该项目非常重要，不得落后于所承诺的进度。项目经理应如何避免将来发生这种情况？ A member of the software team identifies possible non-conformities in some recently developed software, but the software writer disagrees. How should the project manager respond?

A：等到下一次自动测试，确定是否存在缺陷 Wait until the next automated test to determine if there is a defect
B：将两名人员安排在一起，立即讨论并解决问题 Put two people together to discuss and resolve the issue immediately
C：要求发现问题的成员紧急纠正，以便在下一次发布中提供 Request the member who found the issue to make an urgent correction that will be available in the next release
D：在下一次回顾会议中记录该分歧以供讨论 Document the disagreement for discussion at the next retrospective meeting

正确答案：B

解析：PMBOK（6）P295，8.2.2.7-问题解决。题干关键词“不合格情况”。遇到质量问题，应该对问题解决的结构要素进行讨论，选B。选项A错误，不合格情况不应该拖延到下一次测试时验证；选项C错误，在问题得到讨论并得出解决方案之前，不应要求紧急纠正；选项D错误，不应拖延质量问题的讨论和解决。

87、在某项目执行阶段，项目经理获悉，某项目需求可能会发生变更，这可能会对该项目的成本和进度产生重大影响。在这种情况下，项目经理应该做什么？ During a project execution phase, the project manager is informed that the requirements for a project may change, which can have a significant impact on the cost and schedule of the project. What should the project manager do in this case?

A：将对该需求的潜在变更增加到项目章程中，然后立即调整项目成本和进度计划文件 Add potential changes to the requirement to the project charter, and then immediately adjust the project cost and schedule documentation
B：对风险登记册不作修改，但就对项目成本和进度计划的影响征得项目发起人批

准 There are no changes to the risk register, but the impact on project cost and schedule is approved by the project sponsor
C：分配必要人员应对该潜在变更，尽管该应对措施未在风险应对计划中获批 Assign the necessary personnel to respond to this potential change, although the response was not approved in the risk response plan
D：提出针对潜在变更的变更请求，并征得变更控制委员会（CCB）批准 Make a change request for a potential change and obtain approval from the Change Control Board (CCB)

正确答案：C

解析：PMBOK（6）P452，11.6.3.2- 项目文件更新-项目团队派工单；关键词“执行阶段，PM获悉，可能变更，重大影响”表明这是一个风险，且已被识别，应当规划并实施应对，其中实施应对的一个关键措施就是分配资源以应对风险。项目章程变更意味着项目的重新授权，排除A，从题目中很明显发现了新的风险，需要更新风险登记册，排除B。变更还没有发生就直接申请潜在变更不正确，排除D。

88、风险登记册中记录了一项风险，即根据之前的观察结果，某种材料价格可能会上涨。然而，该材料的价格涨幅超过预期，该项目的成本绩效指数（CPI）为 1.05。离完工还有一年时间。项目经理下一步应该做什么？ The risk register documents the risk that, based on previous observations, the price of a material may rise. However, the price of the material rose more than expected, with the project's cost performance index (CPI) at 1.05. It's still a year away from completion. What should the project manager do next?

A：重新评估该风险的影响和战略 Reassess the impact and strategy of this risk
B：使用该项目的应急储备 Use the project's contingency reserve
C：申请批准管理储备 Apply for approval to management reserves
D：接受该风险并记录经验教训 Accept the risk and document the lessons learned

正确答案：A

解析：PMBOK （6）P453，11.7- 监督风险-序言-跟踪已识别风险。关键词“超出预期”表明需要风险再评估，更新登记册。“CPI为1.05”是干扰内容，CPI无论为多少都应当先对风险进行分析，谋定而后动；使用应急储备需要变更，选出B，此风险已识别所以不能用管理储备，排除C，接受指的是风险发生前所作的事情，风险易发生变成问题不能接受，排除D。

89、一个项目需要使用新技术，若要管理这个风险，项目经理应参考哪份文件？ What document should the project manager refer to in order to manage the risk of a project requiring new techniques?

A：风险报告 The risk reports
B：风险应对计划 The risk response plan
C：风险登记册 The risk register
D：风险管理计划 The risk management plan

正确答案：D

解析：PMBOK（6） P405，11.1.3.1- 风险管理计划，定义：描述如何安排与实施风险管理活动。关键词“若要管理这个风险”；风险报告是向相关方提供的风险的情况信息；风险应对计划是用来应对风险降低风险发生概率或危害的；风险登记册是用来跟踪风险的，都不用用来管理风险，排除ABC。

90、软件团队的一名成员识别到一些最近开发的软件中可能存在的不合格情况，但软件编写人员不同意。项目经理应该如何回应？ A member of the software team identifies possible non-conformities in some recently developed software, but the software writer disagrees. How should the project manager respond?

正确答案：B

解析：PMBOK（6）P295，8.2.2.7-问题解决。题干关键词“不合格情况”。遇到质量问题，应该对问题解决的结构要素进行讨论，选B。选项A错误，不合格情况不应该拖延到下一次测试时验证；选项C错误，在问题得到讨论并得出解决方

案之前，不应要求紧急纠正；选项D错误，不应拖延质量问题的讨论和解决。

91、项目经理制定了一系列规定，包括谁有权使用受控文件，这些文件的变更如何被记录和批准，以及所有人如何了解当前的版本信息等。项目经理正在创建： A project manager has put in place rules covering who will have access to controlled documents, how changes to these items will be recorded and approved, and how everyone will know what the current version is. The project manager is therefore creating a:

A：工作授权系统Work authorization system
B：变更控制系统 Change control system
C：配置管理系统Configuration management system
D：项目管理信息系统Project management information system

正确答案：C

解析：配置管理系统除产品的功能、组件和版本信息外，对项目管理的计划、文件也需定义版本、受控级别、访问权限、修改规则等。

92、一个完工预算500万美元的项目，已经完成了40%的工作量，此时实际已花费250万美元成本。公司规定用完工预算和成本绩效指数的比值来预测完工估算，请问下面关于完工偏差和完工尚需绩效指数哪个是正确的？ A project with a budget at completion (BAC) of $5 million has already completed 40 percent of the work, and it has already cost $2.5 million. The company stipulates that the ratio of the budget at completion (BAC) and the cost performance index (CPI) is used to predict the estimate at completion (EAC). Which of the following are the correct variance at completion (VAC) To-complete performance index (TCPI)?

A：完工偏差125万美元，完工尚需绩效指数0.8VAC $1.25 million, TCPI 0.8
B：完工偏差-125万美元，完工尚需绩效指数0.8VAC -$1.25 million, TCPI 0.8
C：完工偏差125万美元，完工尚需绩效指数1.2VAC $1.25 million, TCPI 1.2
D：完工偏差-150万美元，完工尚需绩效指数1.2 VAC -$1.5 million, TCPI 1.2

正确答案：B

解析：完工偏差 VAC=BAC-EAC， BAC=500，完成了40%工作量，EV=500*40%=200 实际已花费 AC=250 万，先求 CPI=EV/AC=200/250=0.8，再求 EAC ，根据题干 EAC=BAC/CPI=500/0.8=625, VAC=BAC-EAC=500-625=-125, 完工尚需绩效指数 TCPI=(BAC-EV)/(EAC-AC)=(500-200)/(625-250)=0.8, 即便 TCPI 用另一个公式 TCPI=(BAC-EV)/(BAC-AC)= (500-200)/(500-250)=300/250=1.2 唯一正确的组合就是 B。

93、项目范围已明确定义，且项目团队之前做过此类工作。进度绩效指数为0.7，在调查完差异之后，项目经理了解到，项目发起人要求在现场工作的一名团队成员去执行他认为对项目很重要的额外活动。若要避免这种情况，项目经理应该： The project scope is well defined and the project team has performed this type of work before. The schedule performance index is 0.7. After investigating the deviation, the project manager realizes that one of the team members, working onsite is being asked by the project sponsor to perform extra activities believed important to the project. Which action should the project manager take to avoid situations?

A：改进项目沟通，确保所有需求都得到满足； Improve project communications, making sure all needs are being satisfied.
B：根据新的需求对项目范围进行变更；Make changes to the project’s scope based on the new demands.
C：向这位同事明确说停止范围蔓延；Give a clear statement to the coworker do discontinue the scope creep.
D：对于必须的变更，与变更控制委员会沟通。Communicate that changes must be done through the change control board.

正确答案：C

解析：项目章程对项目经理有明确授权，项目上资源的调配和工作的分配这是项目经理的权力，发起人无权越俎代庖，直接指挥团队成员。

94、交期临近但项目进度落后，马上面临圣诞节长假，项目经理需要在让所有团队成员放弃假期支付加班补偿和延期交付项目承担罚款之间做出选择，他需要用以下哪一个分析技术？ The delivery time is near but the project is behind schedule. Facing with the Christmas holidays, the project manager needs to choose between asking all team members to give up their holidays with overtime compensation and delay the delivery of the project and bear the penalty. Which of the following analytical techniques does he need?

A：储备分析Reserve analysis
B：挣值分析Earned value analysis
C：备选方案分析Alternative analysis.
D：成本效益分析 Cost-benefit analysis.

正确答案：C

解析：让团队成员加班和延期交付项目都是当前的备选方案，项目经理需要综合分析得失利弊做出选择，这个分析技术是备选方案分析。见《P

MBOK指南（第6版）》9.2.2.5，P325。

95、当前项目的进度绩效指数SPI为0.7。为了满足进度要求，团队经过评估决定将项目的一部分工作外包给外部制造商。在签订合同之前，项目经理需要完成以下哪些工作？ The project schedule performance index SPI is 0.7 currently. To meet the requirements of schedule, project team assessed the situation and decided to outsource part of the project to external manufacturers. What does the project manager need to do before signing a contract?

A：变更程序、投标人会议、独立估算和采购谈判；Change procedures, bidder conferences, independent cost estimates and procurement negotiations.
B：自制外购分析、独立估算、投标人会议和关键路径分析； Make or buy decision, independent cost estimates, bidder conferences and critical path analysis.
C：采购谈判，独立估算、采购审计和挣值分析；Procurement negotiation, independent cost estimates, procurement audits and earned value analysis.
D：自制外购分析、变更程序、建议邀请书（RFP）、采购绩效审查。Make or buy decision, change procedures, request of proposal (RFP), procurement performance reviews.

正确答案：A

解析：原计划自己完成的部分工作改为外包，首先这需要走变更控制程序，在签订合同之前，投标人会议和独立估算是开标前的工作、中标后签合同前需要进行合同谈判，以明确卖方对合同要求都理解准确和完整。既然已决定了外包，自制外购分析是事先已完成了的工作；采购审计和采购绩效审查是采购控制过程中的工作，不在签合同前。因此 A 答案是正确的。

96、某项目最近几个月成本超支问题越来越严重。项目发起人对这种情况忧心忡忡，让项目经理采取强有力的纠正措施提高项目绩效。项目经理该如何管控这种情况？ Cost overspending on a project has become more and more serious in recent months. Project sponsors are concerned about this situation and have the project manager take strong corrective action to improve project performance. How should the project manager manage this situation?

A：请求项目发起人增加管理储备 Request the project sponsor to increase the management reserve
B：计算该项目的进度绩效指数（SPI）和成本绩效指数（CPI），以便了解这种情况 Calculate the project's Schedule Performance Index (SPI) and Cost Performance Index (CPI) to understand this situation
C：说服项目团队提高效率 Persuade the project team to be more efficient
D：计算该项目当前的挣值（EV），以便了解这种情况 Calculate the project's current earned value (EV) to understand this situation

正确答案：B

解析：PMBOK（6）P263，7.4.2.2-数据分析-进度绩效指数、成本绩效指数。题干关键词“成本超支”、“项目绩效”。发生问题首先要了解情况并进行分析，然后采取相应行动。选项AC都是后续采取的行动，排除；选项B与D相比，SPI和CPI反映了团队利用时间和成本的效率，而EV则代表已完成的工作价值。SPI和CPI属于挣值分析，用于评价偏离初始进度基准的程度（符合题意）。而EV只是一个单独的数值，单独无法说明项目现在对偏离基准的情况。结合题干的关键词，优选B。

97、一个项目处于危险之中，该项目落后于进度计划，并且资源有限，项目经理是在项目执行阶段刚刚任命的。项目经理首先应该采取什么措施？ A project is at risk, the project is behind schedule and has limited resources, and the project manager was just appointed during the project execution phase. What should the project manager do first?

A：召开项目团队会议 Hold a project team meeting
B：要求管理层提供额外资源 Seek resources from management
C：修订项目管理计划 Revise the project management plan
D：审查工作绩效报告 Review the work performance reports

正确答案：D

解析：PMBOK（6）P105，4.5-监控项目工作。“落后于进度计划”、“资源有限”，首先要对问题进行评估，根据评估结果进行决策。选项ABC在D选项之后。

98、一个项目已经结束，新系统已正式上线并完成了所有的验收程序。客户要求项目经理调查系统用户流失率高的原因并及时解决。项目经理发现是运营团队不熟悉新系统而导致服务用户的响应慢造成的，项目经理应进行哪一项？ A project has been completed, the new system has been officially launched and all the acceptance procedures have been completed. The customer requests the project manager to investigate the reasons for the high turnover rate of the system and solve it in time. The project manager found that the operation team was not familiar with the new system and caused the slow response of service

users. Which item should the project manager carry out?

A：要求项目团队评估根本原因，纠正问题并记录经验教训； Ask the project team to evaluate the root cause, correct the problem and record the lessons learned;
B：审查收尾文件，确认已按合同要求完成了知识转移工作，将结果报告给客户；Review the closing documents, confirm that knowledge transfer has been completed according to the requirements of the contract, and report the results to the customer;
C：将客户的投诉上报给项目发起人，分配资源解决该问题；Report the customer complaint to the project sponsor and allocate resources to solve the problem;
D：审查风险管理计划，确定是否提前识别和规划该问题。 Review the risk management plan to determine if the problem is identified and planned.

正确答案：B

解析：题干中两处“项目已结束”，“完成了所有的验收程序”，强调项目已经结束。客户流失率高是运营团队不熟悉新系统造成的，运营团队很有可能是客户公司自己的，项目经理有责任向客户确认项目知识已按规定转移给客户。但不能简单满足客户需求，否则就是范围蔓延。

光环国际PMP章节练习题 ​

过程 ​

光环国际PMP章节练习题

过程