第一題：
A project manager advises the project sponsor of an issue with a project's external dependency. A project partner needs to upgrade its point-of-sale system, which appears unlikely to occur prior to the go-live date. Although this will incur additional costs, the project sponsor decides to move forward with the project.
What type of response is this?
A.Expected monetary value (EMV) analysis
B.Third-party risk transfer
C.Monetary modeling and simulation analysis
D.Risk acceptance
項(xiàng)目經(jīng)理向項(xiàng)目發(fā)起人告知一個(gè)與項(xiàng)目外部依賴有關(guān)的問(wèn)題。一個(gè)項(xiàng)目合作伙伴需要升級(jí)其銷售點(diǎn)系統(tǒng)，這在上線日期之前似乎不可能發(fā)生。雖然將發(fā)生額外成本，項(xiàng)目發(fā)起人決定繼續(xù)向前推進(jìn)該項(xiàng)目。
這屬于什么類型的應(yīng)對(duì)？
A.預(yù)期貨幣價(jià)值（EMV）分析
B.第三方風(fēng)險(xiǎn)轉(zhuǎn)移
C.貨幣建模與仿真分析
D.風(fēng)險(xiǎn)接受

參考答案：D

風(fēng)險(xiǎn)（威脅）五種應(yīng)對(duì)策略：
1.上報(bào)；2.規(guī)避；3.轉(zhuǎn)移；4.減輕；5.接受：承認(rèn)風(fēng)險(xiǎn)的存在，不采取措施，題干中“雖然將發(fā)生額外成本，項(xiàng)目發(fā)起人決定繼續(xù)向前推進(jìn)該項(xiàng)目?！憋L(fēng)險(xiǎn)接受在這里是指被動(dòng)接受，承認(rèn)威脅的存在，但不主動(dòng)采取措施。

第二題：
A project manager responsible for developing a two-phase product decides that each phase will be completed by different vendors. Senior management has established that phase two must not finish before phase one.
What should the project manager do to prevent execution problems?
A.Update the risk management plan.
B.Meet with the vendors.
C.Talk to senior management.
D.Update the procurement plan.
負(fù)責(zé)開發(fā)一個(gè)兩階段產(chǎn)品的項(xiàng)目經(jīng)理決定由不同的供應(yīng)商完成每個(gè)階段。高級(jí)管理層已確定第二階段不得在第一階段之前完成。
若要防止執(zhí)行問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該做什么？
A.更新風(fēng)險(xiǎn)管理計(jì)劃
B.與供應(yīng)商開會(huì)
C.與高級(jí)管理層討論
D.更新采購(gòu)計(jì)劃

參考答案：D

采購(gòu)管理計(jì)劃包含在采購(gòu)過(guò)程中開展的各種活動(dòng)，包括：如何協(xié)調(diào)采購(gòu)與項(xiàng)目的其他工作、開展重要采購(gòu)活動(dòng)的時(shí)間表等等。
題干中已明確兩階段產(chǎn)品由不同供應(yīng)商完成，但高層要求第二階段不得在第一階段之前完成，為防止執(zhí)行問(wèn)題，應(yīng)更新采購(gòu)計(jì)劃，明確供應(yīng)商項(xiàng)目完成時(shí)間等

第三題：
A new project manager joins a team midway through a project. The project has five influential stakeholders and 30 project team members. The project manager wants to update the team on the project status.
What should the project manager use?
A. Communications management plan
B. Shared workspace
C. Informal status meetings
D. Stakeholder management plan
新項(xiàng)目經(jīng)理在項(xiàng)目中途參加團(tuán)隊(duì)。項(xiàng)目有五位有影響的相關(guān)方和 30 名項(xiàng)目團(tuán)隊(duì)成員。
項(xiàng)目經(jīng)理希望向團(tuán)隊(duì)更新項(xiàng)目狀態(tài)。項(xiàng)目經(jīng)理應(yīng)該怎么做？
A. 溝通管理計(jì)劃
B. 共享的工作空間
C. 非正式狀態(tài)會(huì)議
D. 相關(guān)方管理計(jì)劃

參考答案：A
溝通管理計(jì)劃包含所有相關(guān)方的溝通方式溝通需求，項(xiàng)目經(jīng)理可以參照；向項(xiàng)目組更新項(xiàng)目信息應(yīng)參照溝通管理計(jì)劃。

第四題：
A project manager learns that a key team member wants to leave the project in one month.There is insufficient time to transition their responsibilities to a new member with the same expertise, which could lead to project delays
What should the project manager do?
A. Perform an earned value management (EVM) analysis
B. Adjust the risk management plan.
C. Meet with the sponsor to expedite incorporation of a new member.
D. Identify sponsor expectations and develop the human resource management plan
項(xiàng)目經(jīng)理了解到一名關(guān)鍵團(tuán)隊(duì)成員想在一個(gè)月內(nèi)離開項(xiàng)目。將該成員的職責(zé)交接給擁有相同專業(yè)知識(shí)的新成員時(shí)間不足,這可能導(dǎo)致項(xiàng)目延期。項(xiàng)目經(jīng)理應(yīng)該怎么做?

A.執(zhí)行掙值管理(EWM)分析
B.調(diào)整風(fēng)險(xiǎn)管理計(jì)劃
C.與項(xiàng)目發(fā)起人會(huì)面,加快新成員的融合
D.識(shí)別項(xiàng)目發(fā)起人的期望,并制定人力資源管理計(jì)劃

參考答案：B

關(guān)鍵團(tuán)隊(duì)成員離職導(dǎo)致項(xiàng)目延期，項(xiàng)目經(jīng)理應(yīng)更新風(fēng)險(xiǎn)管理計(jì)劃，將潛在風(fēng)險(xiǎn)記錄，尋找解決措施。只有B更新項(xiàng)目文件-風(fēng)險(xiǎn)管理計(jì)劃符合監(jiān)督風(fēng)險(xiǎn)的輸出。
掙值分析是通過(guò)判斷進(jìn)度成本等因素分析當(dāng)前項(xiàng)目績(jī)效狀態(tài)，把問(wèn)題暴露出來(lái)，沒有題目的關(guān)聯(lián)性；C不找發(fā)起人我講過(guò)了??；D中對(duì)于相關(guān)方的管理應(yīng)該全面和具體，不能片面只關(guān)注發(fā)起人的期望。大家的想法我懂，題目應(yīng)該是識(shí)別出一個(gè)風(fēng)險(xiǎn)出來(lái)走風(fēng)險(xiǎn)監(jiān)督流程或者走變更才能改計(jì)劃，所以B的描述并不準(zhǔn)確。但是做題過(guò)程中有個(gè)原則是考啥選啥。考的是風(fēng)險(xiǎn)和可能影響已經(jīng)被識(shí)別出來(lái)了，非常明顯考的風(fēng)險(xiǎn)方面，那就找和風(fēng)險(xiǎn)相關(guān)的答案，只有B符合

第5題
A company executive write to a project manager’s superior complaining that the deliverations for a recently completed project are below expectations. The project manager confirm with their superior that all project stakeholders involved in the quality management processes are happy with the deliverables.
Which of the following processes. If done correctly, should have averted the dissatisfaction from the executive?
A. Perform Quality Assurance
B. Identify stakeholders
C. Collect requirements
D. plan Quality management
一家公司高層寫信給項(xiàng)目經(jīng)理主管，投訴最近完成的項(xiàng)目可交付成果低于期望。項(xiàng)目經(jīng)理與其主管確認(rèn)管理過(guò)程中所涉及的所有項(xiàng)目相關(guān)方均對(duì)可交付成果感到滿意。
下列哪一個(gè)過(guò)程，如果做得正確的話，會(huì)避免該公司高層的不滿？
A. 實(shí)質(zhì)量保證
B. 識(shí)別相關(guān)方
C. 收集需求
D. 計(jì)劃質(zhì)量管理

參考答案：B

題干中項(xiàng)目經(jīng)理確認(rèn)管理過(guò)程中所涉及的所有項(xiàng)目相關(guān)方均對(duì)可交付成果感到滿意，但現(xiàn)在出現(xiàn)公司高層投訴最近完成的項(xiàng)目可交付成果低于期望，說(shuō)明一開始未識(shí)別到公司高層這位相關(guān)方；如果一開始就識(shí)別到這位相關(guān)方并了解其需求和期望，就會(huì)避免該公司高層的不滿

第6題
During a team meeting, a team member states that a previously identified risk should be closed. What should the project manager do?
A. Use expert judgment.
B. Schedule periodic risk reassessments.
C. Conduct a root cause analysis.
D. Perform a qualitative risk analysis.

在團(tuán)隊(duì)會(huì)議期間,團(tuán)隊(duì)成員提出之前識(shí)別的風(fēng)險(xiǎn)應(yīng)關(guān)閉。項(xiàng)目經(jīng)理應(yīng)該怎么做?
A.使用專家判斷。
B.安排定期風(fēng)險(xiǎn)再評(píng)估。
C.開展根本原因分析
D.執(zhí)行定性風(fēng)險(xiǎn)分析。

參考答案：B

被識(shí)別為關(guān)閉的風(fēng)險(xiǎn)應(yīng)定期開展風(fēng)險(xiǎn)再評(píng)估。

第7題
Accompany has a history of generating major project scope changes that create cost overruns. To resolve this issue， structured standards are implemented. The company hires a project manager for a large government project who is expected to provide project performance metrics.
What methodology should the project manager use to obtain these?
A. Cost performance index (CPI)
B. Earned value (EV) performance
C. Variance at completion (VAC)
D. Earned value management (EVM)
過(guò)去曾有產(chǎn)生大量項(xiàng)目范圍變更造成成本超支的歷史。為解決這個(gè)問(wèn)題，實(shí)施了結(jié)構(gòu)化的標(biāo)準(zhǔn)和流程。公司為一個(gè)大型政府項(xiàng)目聘用一名項(xiàng)目經(jīng)理，希望該項(xiàng)目經(jīng)理能提供項(xiàng)目績(jī)效測(cè)量指標(biāo)。
項(xiàng)目經(jīng)理應(yīng)該用什么方法論來(lái)獲得這些指標(biāo)？
A. 成本績(jī)效指標(biāo)(CPI)
B. 掙值(EV)績(jī)效
C. 完工偏差(VAC)
D. 掙值管理(EVM)

參考答案：D。
解析：掙值管理（EVM）是把范圍、進(jìn)度和資源績(jī)效綜合起來(lái)考慮，以評(píng)估項(xiàng)目績(jī)效和進(jìn)展的方法。它是一種常用的項(xiàng)目績(jī)效測(cè)量方法。它把范圍基準(zhǔn)、成本基準(zhǔn)和進(jìn)度基準(zhǔn)整合起來(lái)，形成績(jī)效基準(zhǔn)，以便項(xiàng)目管理團(tuán)隊(duì)評(píng)估和測(cè)量項(xiàng)目績(jī)效和進(jìn)展

第8題
A key company initiative is progressing through the planning stages. The team baselines the project management plan and is ready to execute the project.
What should the project manager do next?
A.Schedule a meeting with key stakeholders to obtain approval to proceed.
B.Set the project baselines in the project management information system (PMIS).
C.Begin execution in accordance with the project management plan.
D.Review the risk register for this key initiative.
公司的一項(xiàng)關(guān)鍵計(jì)劃正在進(jìn)行規(guī)劃階段。團(tuán)隊(duì)制定項(xiàng)目管理計(jì)劃的基準(zhǔn)，并且已經(jīng)準(zhǔn)備好執(zhí)行項(xiàng)目。
項(xiàng)目經(jīng)理下一步該怎么做？
A.安排一次與關(guān)鍵相關(guān)方的會(huì)議，獲得繼續(xù)批準(zhǔn)
B.在項(xiàng)目管理信息系統(tǒng)（PMIS）中設(shè)置項(xiàng)目基準(zhǔn)
C.開始按照項(xiàng)目管計(jì)劃執(zhí)行
D.審查這項(xiàng)關(guān)鍵計(jì)劃的風(fēng)險(xiǎn)登記冊(cè)

參考答案：A

項(xiàng)目開工會(huì)議常于規(guī)劃階段結(jié)束，執(zhí)行開始之前開展。團(tuán)隊(duì)已經(jīng)準(zhǔn)備好執(zhí)行項(xiàng)目，執(zhí)行前進(jìn)行項(xiàng)目開工會(huì)議，可進(jìn)行討論和處理任何與相關(guān)方參與有關(guān)的問(wèn)題和關(guān)注點(diǎn)。

第9題
During the initial planning of a construction project, the need for a concrete  blender is identified
-The price to rent the equipment is US$200 per day
-The cost to loase the equipment is US$100 per day, with an initial payment of US10,0000
What is the minimum number of days before it is more economical to lease versus rent?
A.91
B.101
C.151
D.Leasing is not a viable option 

在一個(gè)施工項(xiàng)目的初始規(guī)劃期間，識(shí)別到需要一個(gè)混凝土混合物。
臨時(shí)租賃該設(shè)備的價(jià)格為200美元每天。按租約租用該設(shè)備的成本為100美元每天。初始付款為10,000 美元。
至少要經(jīng)過(guò)多少天后，按租約租用會(huì)比臨時(shí)租賃更經(jīng)濟(jì)?
A.91天
B.101天
C.151天
D.按租約租用不是一個(gè)可行的方案

參考答案：B

1.臨時(shí)租賃成本=200*租賃天數(shù)x
2.按租約租用成本=10000+100*租賃天數(shù)x
3.題干問(wèn)“至少經(jīng)過(guò)多少天，按租約租用會(huì)比臨時(shí)租賃更經(jīng)濟(jì)，即求解10000+100x<200x中的x，求得x>100天，故選B，即至少經(jīng)過(guò)101天。

A company's vice president (VP) has just learned about the delay of a product launch planned for next month. This product is the main driver to accomplish the VP’s strategic goals for the year. The VP has been included in the distribution of all monthly project status reports.
What tool or technique should the project manager use to improve the future working relationship with this VP?
A.Interpersonal skills
B.Communication methods
C.Power/interest grid
D.Expert judgment
一家公司的副總裁（VP）剛剛得知計(jì)劃在下個(gè)月的產(chǎn)品發(fā)布延期了。這個(gè)產(chǎn)品是副總裁完成今年戰(zhàn)略目標(biāo)的主要驅(qū)動(dòng)因素。分發(fā)所有月度項(xiàng)目狀態(tài)報(bào)告時(shí)，副總裁均已包含在分發(fā)名單內(nèi)。
若要改善未來(lái)與該副總裁的工作關(guān)系，項(xiàng)目經(jīng)理應(yīng)該使用什么工具或技術(shù)？
A.人際關(guān)系技能
B.溝通方法
C.權(quán)力/利益方格
D.專家判斷

參考答案：C

本題考識(shí)別相關(guān)方工具。 詳見PMBOK第6版 13.1.2.4 識(shí)別相關(guān)方 權(quán)力利益方格；題干中公司的副總裁剛剛得知計(jì)劃在下個(gè)月的產(chǎn)品發(fā)布延期了，而這個(gè)產(chǎn)品是副總裁完成今年戰(zhàn)略目標(biāo)的主要驅(qū)動(dòng)因素。說(shuō)明該副總裁是權(quán)力高、利益高的相關(guān)方，應(yīng)重點(diǎn)管理，而不是僅僅分發(fā)月度項(xiàng)目狀態(tài)報(bào)告，故選C權(quán)力/利益方格，調(diào)整與總裁的溝通匯報(bào)策略。

Three project tasks require services which the company cannot provide. To resolve this issue, what should the project manager do?
A.Refer to the procurement management plan.
B.Initiate a project change request to use different services.
C.Ask the functional manager to recommend vendors.
D.Update the project schedule according to available resources.
有三個(gè)項(xiàng)目任務(wù)所需要的服務(wù)，公司無(wú)法提供。為解決這個(gè)問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該做什么？
A.查閱采購(gòu)管理計(jì)劃
B.發(fā)起項(xiàng)目變更請(qǐng)求，使用不同的服務(wù)
C.要求職能經(jīng)理推薦供應(yīng)商
D.按照可用資源更新項(xiàng)目進(jìn)度

參考答案：A。

解析：采購(gòu)管理計(jì)劃，說(shuō)明項(xiàng)目團(tuán)隊(duì)如何從執(zhí)行組織外獲取貨物和服務(wù)，以及如何管理從編制采購(gòu)文件到合同收尾的各個(gè)采購(gòu)過(guò)程。

While executing a schedule-driven project, the schedule performance index becomes 0.8. the project manager applies fast tracking and schedule compression techniques without any success
What should the project manager do next?
A. Initiate the integrated change control process
B. Apply changes to the schedule baseline
C. Ask the sponsor for additional resources
D. Reduce the project scope
 在執(zhí)行一個(gè)受進(jìn)度驅(qū)動(dòng)的項(xiàng)目時(shí)，進(jìn)度績(jī)效指數(shù)為 0.8。項(xiàng)目經(jīng)理應(yīng)用了快速跟進(jìn)和進(jìn)度壓縮技術(shù)，但不成功。
項(xiàng)目經(jīng)理下一步該怎么做？
A. 啟動(dòng)整體變更控制過(guò)程
B. 對(duì)進(jìn)度基準(zhǔn)應(yīng)用變更
C. 讓發(fā)起人增加額外資源
D. 減少項(xiàng)目范圍

參考答案：A。
解析：受進(jìn)度驅(qū)動(dòng)的項(xiàng)目，SPI=0.8進(jìn)度落后，PM應(yīng)用了快速跟進(jìn)和進(jìn)度壓縮但是效果不明顯。所以可采取變更進(jìn)度基準(zhǔn)或減少項(xiàng)目范圍的方法，這兩者都屬于整體變更控制。
選項(xiàng)C是趕工，進(jìn)度壓縮的一種，題干已經(jīng)說(shuō)了效果不明顯，所以不可取，排除C。

Due to changing business needs, a major project is cancelled midway through implementation. A project team is demoralized because the project has met every milestone.
What should the project manager do to manage team morale?
A. Reassign the project team
B. Conduct a debrief meeting to other projects. with team members.
C. Collect lessons learned for the company7 s knowledge base.
D. Refer the team to the project sponsor.
由于商業(yè)需求不斷發(fā)生變化，一個(gè)大型項(xiàng)目在實(shí)施中途遭到取消。由于項(xiàng)目滿足每個(gè)里程碑，項(xiàng)目團(tuán)隊(duì)士氣低落。
項(xiàng)目經(jīng)理應(yīng)該怎么做來(lái)管理團(tuán)隊(duì)士氣？
A. 將項(xiàng)目團(tuán)隊(duì)重新分配到其他項(xiàng)目去。
B. 與團(tuán)隊(duì)成員召開一次情況匯報(bào)會(huì)議。
C. 為公司的知識(shí)庫(kù)收集經(jīng)驗(yàn)教訓(xùn)。
D. 將團(tuán)隊(duì)推薦給項(xiàng)目發(fā)起人。

參考答案：B。

解析：團(tuán)隊(duì)士氣低下，需要建設(shè)項(xiàng)目團(tuán)隊(duì)。會(huì)議是建設(shè)項(xiàng)目團(tuán)隊(duì)的方法之一。

A new technology, with which most team members are unfamiliar, is identified as a risk. As part of the risk response strategy, the project manager defines a plan for formal training, coaching, and mentoring of the team on this technology.
What process should be used to evaluate whether these risk mitigation efforts will be effective?
A.Plan Risk Responses
B.Supervision Risks
C.Control Schedule
D.Develop Project Team
大部分團(tuán)隊(duì)成員不熟悉的一項(xiàng)新技術(shù)被識(shí)別為一個(gè)風(fēng)險(xiǎn)。作為風(fēng)險(xiǎn)應(yīng)對(duì)策略的組成部分， 項(xiàng)目經(jīng)理制定了為團(tuán)隊(duì)提供該技術(shù)的正式培訓(xùn)、訓(xùn)練和指導(dǎo)計(jì)劃。
應(yīng)使用哪個(gè)過(guò)程來(lái)評(píng)價(jià)這些風(fēng)險(xiǎn)減輕工作是否有效？
A.規(guī)劃風(fēng)險(xiǎn)應(yīng)對(duì)
B.監(jiān)督風(fēng)險(xiǎn)
C.控制進(jìn)度
D.建設(shè)項(xiàng)目團(tuán)隊(duì)

參考答案：B
監(jiān)督風(fēng)險(xiǎn)是在整個(gè)項(xiàng)目期間，監(jiān)督商定的風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃的實(shí)施、跟蹤已識(shí)別風(fēng)險(xiǎn)、識(shí)別和分析新風(fēng)險(xiǎn)，以及評(píng)估風(fēng)險(xiǎn)管理有效性的過(guò)程。
題干問(wèn)“應(yīng)使用哪個(gè)過(guò)程評(píng)價(jià)這些風(fēng)險(xiǎn)減輕工作是否有效”，故選B。

A project manager wants to generate ideas to improve project quality by comparing the project's product against competitor's products.
What tool or techniaue should the project manager use?
A.BenchMarking
B.Brainstorming
C.Storyboarding
D.Design of experiments (DOE)
項(xiàng)目經(jīng)理希望通過(guò)將項(xiàng)目產(chǎn)品與競(jìng)爭(zhēng)對(duì)手的產(chǎn)品進(jìn)行比較得出改進(jìn)項(xiàng)目質(zhì)量的萬(wàn)案。
項(xiàng)目經(jīng)理使用時(shí)是什么工具或技術(shù)?
A.標(biāo)桿對(duì)照
B.頭腦風(fēng)暴
C.故事版
D.實(shí)驗(yàn)設(shè)計(jì)（DOE）

參考答案：A
詳見8.1.2.2數(shù)據(jù)收集-標(biāo)桿對(duì)照的定義。標(biāo)桿對(duì)照是將試劑或計(jì)劃的項(xiàng)目實(shí)踐或項(xiàng)目的質(zhì)量標(biāo)準(zhǔn)與科比項(xiàng)目的實(shí)踐或質(zhì)量標(biāo)注進(jìn)行比較，以便識(shí)別最佳實(shí)踐，形成改進(jìn)意見，并為績(jī)效考核提供依據(jù)

While defining scope, the project team identifies a major budget limitation that is confirmed by the project sponsor.
What should the project manager have done to earlier identify this issue?
A. Captured it in the summary budget
B. Defined the project# s description and boundaries
C. Created a stakeholder list
D. Documented assumptions and constraints
定義范圍時(shí)，項(xiàng)目團(tuán)隊(duì)識(shí)別到一個(gè)重大預(yù)算限制，并得到項(xiàng)目發(fā)起人的確定。若要提
早識(shí)別到這個(gè)問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該事先做什么？
A. 將其納入到總體預(yù)算中
B. 定義項(xiàng)目的描述和邊界
C. 創(chuàng)建一份相關(guān)方名單
D. 記錄假設(shè)和制約因素

參考答案：D
我斗膽猜測(cè)一下，選B的同學(xué)會(huì)認(rèn)為在項(xiàng)目章程中提前定義和收緊好項(xiàng)目邊界，這樣后期做項(xiàng)目范圍定義的時(shí)候就可以不超過(guò)預(yù)先批準(zhǔn)的財(cái)務(wù)資源。但是我認(rèn)為“預(yù)算限制”不在于老大給了多少費(fèi)用給我們干項(xiàng)目，預(yù)算是“規(guī)劃出來(lái)”要錢的計(jì)劃，有進(jìn)度和范圍要求，不能任何時(shí)間不管干什么都可以毫無(wú)限制的去要錢，比如課上講過(guò)的工具“資金限制平衡”。提前識(shí)別出來(lái)這些要求和政策可以計(jì)入“假設(shè)日志”，幫助我們?cè)诤侠淼臅r(shí)間內(nèi)用合理的預(yù)算匹配合理的工作任務(wù)，這就避免了定義范圍中出現(xiàn)“預(yù)算限制”的情況。

During a project's execution phase,a new project manager takes over and all project documents are transferred.The new project manager identifies that 50 percent of Tthe budget has been used,the cost performance index (CPI) is 1.05，and the schedule performance index (SPI) is 0.75.
What should the new project manager do next?
A.Issue a change request 
B.Update the change management plan 
C.Crash or fast track the project 
D.Review the scope management plan 
在項(xiàng)目執(zhí)行階段，新項(xiàng)目經(jīng)理接管項(xiàng)目，且所有項(xiàng)目文件均已交接。新項(xiàng)目經(jīng)理已經(jīng)使用了50%的預(yù)算，成本績(jī)效指數(shù)（CPI)為1.05，進(jìn)度績(jī)效指數(shù)（SPI）為0.75.
新項(xiàng)目經(jīng)理下一步該怎么做？
A.簽發(fā)變更請(qǐng)求
B.更新變更管理計(jì)劃
C.趕工或快速跟進(jìn)
D.審查范圍管理計(jì)劃

參考答案：C
CPI大于1，未超支；SPI＜1，進(jìn)度拖延?？梢酝ㄟ^(guò)趕工或快速跟進(jìn)趕上進(jìn)度。

A project manager runs a multimillion dollar project. For the next critical milestone, the project manager coordinates several logical network paths on the schedule as predecessors for a critical milestone. Two of the logical network paths have zero float while the third path has a 5-day working float.
How many critical branches does the project have?
A.2 critical chains
B.No critical logical network paths
C.2 critical logical network paths
D.1 critical logical network path
項(xiàng)目經(jīng)理正在管理一個(gè)價(jià)值數(shù)萬(wàn)美元的項(xiàng)目。為了下一個(gè)關(guān)鍵里程碑，項(xiàng)目經(jīng)理將進(jìn)度計(jì)劃上的多個(gè)邏輯網(wǎng)絡(luò)路徑調(diào)整為一個(gè)關(guān)鍵里程碑的緊前活動(dòng)。其中兩個(gè)邏輯網(wǎng)絡(luò)的浮動(dòng)時(shí)間為零，而第三個(gè)路徑有 5 天的工作浮動(dòng)時(shí)間。
該項(xiàng)目有多少個(gè)關(guān)鍵分支？
A.2 個(gè)關(guān)鍵鏈
B.無(wú)關(guān)鍵邏輯網(wǎng)絡(luò)路徑
C.2 個(gè)關(guān)鍵邏輯網(wǎng)絡(luò)路徑
D.1 個(gè)關(guān)鍵邏輯網(wǎng)絡(luò)路徑

參考答案：C
參見PMBOK6.5.2.2關(guān)鍵路徑法；
正常情況下，關(guān)鍵路徑的總浮動(dòng)時(shí)間為零，兩個(gè)邏輯網(wǎng)絡(luò)的浮動(dòng)時(shí)間為零，說(shuō)明有兩條關(guān)鍵路徑。

最終確定進(jìn)度計(jì)劃時(shí)，項(xiàng)目經(jīng)理注意到關(guān)鍵路徑上的多項(xiàng)任務(wù)被安排在關(guān)鍵資源可能休假的夏季期間。項(xiàng)目經(jīng)理決定將這些任務(wù)重新分配給位于另一個(gè)國(guó)家的一支團(tuán)隊(duì)，在 該國(guó)夏季期間一般不會(huì)休假。項(xiàng)目經(jīng)理使用的是哪一項(xiàng)風(fēng)險(xiǎn)應(yīng)對(duì)策略？ 
A：回避 
B：接受 
C：轉(zhuǎn)移 
D：減輕 
沒錯(cuò) 是A。解析：風(fēng)險(xiǎn)規(guī)避是指項(xiàng)目團(tuán)隊(duì)采取行動(dòng)來(lái)消除威脅，或保護(hù)項(xiàng)目免受風(fēng)險(xiǎn)影響的風(fēng)險(xiǎn)應(yīng)對(duì)策略。通常包括改變項(xiàng)目管理計(jì)劃，以完全消除威脅。項(xiàng)目經(jīng)理通過(guò)重新分配任 務(wù)避免關(guān)鍵路徑受夏季休假的影響，屬于風(fēng)險(xiǎn)規(guī)避。

項(xiàng)目經(jīng)理報(bào)告一個(gè)完工尚需績(jī)效指數(shù)為1.15.完工預(yù)算為157.5萬(wàn)美元。掙值為1百萬(wàn)美元。計(jì)劃價(jià)值為98.5萬(wàn)美元。
那么實(shí)際成本是多少?
A.985000美元
B.1075000美元
C.1061957美元
D.1132750美元

參考答案：B
參見PMBOK7.4.2.2數(shù)據(jù)分析--掙值分析；
TCPI、BAC、PV、EV已知，計(jì)算AC
TCPI=(BAC-EV)/(BAC-AC）

During a brainstorming session, the project team develops a series of response strategies to mitigate the impact of a power failure during the commissioning phase of a new office building. What should the project manager consider when choosing the best strategy?
A.Lowest cost
B.Ease of implementation
C.Cost effectiveness
D.Ability to provide quick results
在一次頭腦風(fēng)暴會(huì)議期間，項(xiàng)目團(tuán)隊(duì)制定了一系列應(yīng)對(duì)策略，以減輕在新辦公樓調(diào)試階段電源故障的影響。選擇最佳戰(zhàn)略時(shí)，項(xiàng)目經(jīng)理應(yīng)考慮什么？
A.最低成本
B.易于實(shí)施
C.成本效益
D.能夠提供快速結(jié)果

參考答案：C
參見PMBOK8.1.2.3數(shù)據(jù)分析--成本效益分析概念。最便宜的和最容易的都不是最好的方法，要看成本效益比

A pproduction line is restarted after a lengthy delay.
What tool or technique should the  project manager use to validate that the product still meets the required specifications ?
A.Cause-and -effect diagram 
B.Design of experiments 
C.Expert judgement 
D.Inspection 
在漫長(zhǎng)的延期后，生產(chǎn)線重新啟動(dòng)。若要核實(shí)產(chǎn)品是否仍然滿足要求的技術(shù)規(guī)范，項(xiàng)目經(jīng)理應(yīng)該使用什么工具或技術(shù)？
A.因果圖
B.實(shí)驗(yàn)設(shè)計(jì)
C.專家判斷
D.檢查
參考答案：D
參見PMBOK8.3.2.3檢查的概念。檢查是指檢驗(yàn)工作產(chǎn)品，以確定是否符合書面標(biāo)準(zhǔn)。

A company must develop a project management culture to survive in a changing environment. In the past, the organization’s vision was driven by the supply department. However, the supply department's vice president (VP), who is a key project stakeholder, refuses to adopt the new culture.
How can alignment with this new culture be obtained?
A.Invite the VP to project meetings.
B.Speak with the VP to determine the issue s root cause.
C.Conduct coaching sessions with the VP.
D.Ask management to schedule a strategic meeting with all project stakeholders.
為了在不斷變化的環(huán)境中生存下來(lái)，公司必須制定項(xiàng)目管理文化。過(guò)去，該組織的愿景主要受供應(yīng)部門驅(qū)動(dòng)。然而，作為關(guān)鍵項(xiàng)目相關(guān)方的供應(yīng)部門副總裁卻拒絕采用新文化.如何能夠獲得對(duì)這種新文化的一致認(rèn)可？
A.邀請(qǐng)供應(yīng)部門副總裁參加項(xiàng)目會(huì)議
B.與供應(yīng)部門副總裁談話，確定問(wèn)題的根本原因
C.給供應(yīng)部門副總裁開輔導(dǎo)課
D.讓管理層安排一次所有項(xiàng)目相關(guān)方參與的戰(zhàn)略會(huì)議

參考答案：B
副總裁卻拒絕采用新文化，最有效的方式是利用人際關(guān)系與團(tuán)隊(duì)技能中的談判技巧，直接與副總裁談話，確定根本原因。

Due to organizational changes, a project sponsor requests a shorter timeline for the final project deliverable. What should the project manager do?
A.Inform the sponsor that the request is not in the approved project plan.
B.Review the human resource management plan to determine if extra resources may be hired.
C.Review the change management plan for approved changes.
D.Hire more resources.
由于組織變更，項(xiàng)目發(fā)起人要求縮短最終項(xiàng)目可交付成果的時(shí)間表。項(xiàng)目經(jīng)理應(yīng)該怎么做？

A.告知項(xiàng)目發(fā)起人這項(xiàng)要求不在批準(zhǔn)的項(xiàng)目計(jì)劃內(nèi)
B.審查人力資源管理計(jì)劃，確定是否可以聘用額外資源
C.審查用于批準(zhǔn)變更的變更管理計(jì)劃
D.聘用更多資源

參考答案：C。
解析：審查變更流程相關(guān)文件。

A project manager asks the human resource department to organize a teamwork session to develop a project team.Whichof the following is an expected outpt of this process?
A. Human resource management plan
B. Project success
C.Social styles profile
D.Team performance assessment
項(xiàng)目經(jīng)理要求人力資源部組織一次團(tuán)隊(duì)協(xié)作會(huì)議來(lái)建設(shè)項(xiàng)目團(tuán)隊(duì)。這一過(guò)程的預(yù)期輸出將是下列哪一項(xiàng)?
A.人力資源管理計(jì)劃
B.項(xiàng)目成功
C.社交風(fēng)格簡(jiǎn)介
D.團(tuán)隊(duì)績(jī)效評(píng)價(jià)

參考答案：D
只有D是建設(shè)團(tuán)隊(duì)的輸出。人力部門舉辦團(tuán)隊(duì)協(xié)作會(huì)議，有效的團(tuán)隊(duì)建設(shè)策略和活動(dòng)可以提高團(tuán)隊(duì)績(jī)效，得出團(tuán)隊(duì)整體績(jī)效評(píng)價(jià)。

A projec t manager recently removed a difficult team member from a project, yet team morale has not improved. What should the project manager do next?
A. Reward team performance
B. Reward individual high performers
C. Set up an emergency meeting with team members.
D.Temporarily disengage unmotivated team members
項(xiàng)目經(jīng)理最近將一名難對(duì)付的團(tuán)隊(duì)成員從項(xiàng)目中開除,但仍未提振團(tuán)隊(duì)士氣。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做
A.獎(jiǎng)勵(lì)團(tuán)隊(duì)績(jī)效。
B.獎(jiǎng)勵(lì)表現(xiàn)卓越的個(gè)人
C.與團(tuán)隊(duì)成員召開一次緊急會(huì)議
D.暫時(shí)解除不自覺的團(tuán)隊(duì)成員。
參考答案：A

根據(jù)題意，團(tuán)隊(duì)士氣弱，目前要提高團(tuán)隊(duì)士氣，可以通過(guò)建設(shè)團(tuán)隊(duì)過(guò)程的工具與技術(shù)：認(rèn)可與獎(jiǎng)勵(lì)來(lái)實(shí)現(xiàn)。B不利于團(tuán)隊(duì)整體建設(shè)，起到負(fù)面作用；C沒有說(shuō)到點(diǎn)上，沒體現(xiàn)書認(rèn)可和獎(jiǎng)勵(lì)；D的措施在題干中已經(jīng)實(shí)施，并未解決問(wèn)題。

A large number of resources are assigned to a project manager. However, the project manager new wished to add two critical resources that were not included in the initial pool, as these resources were allocated to ano ther project within the organization.
Which tool or technique should the project manager use?
A Acquisition
B Negotiation
C Pre-assignment
D Virtual team model
項(xiàng)目經(jīng)理分配到大量資源,然而,該項(xiàng)目經(jīng)理在希望增加兩名關(guān)鍵資源,而這兩名資源因?yàn)橹氨环峙涞浇M織中的另一個(gè)項(xiàng)目上,未被包含在初始資源池中.
項(xiàng)目經(jīng)理應(yīng)采用哪種工具或方法?
A.招募
B.協(xié)商
C.預(yù)分配
D.虛擬團(tuán)隊(duì)模式

參考答案：B
組建時(shí)資源獲取問(wèn)題，一般選“談判/協(xié)商”，項(xiàng)目管理團(tuán)隊(duì)需要與下列各方談判：執(zhí)行組織中的其他項(xiàng)目管理團(tuán)隊(duì)。

A project team member reports a potential risk during project execution. What tool or technique supports risk control?
A.Quantitative risk analysis
B.Risk register
C.Risk audit
D.Qualitative risk analysis
項(xiàng)目團(tuán)隊(duì)成員報(bào)告了項(xiàng)目執(zhí)行期間的一個(gè)潛在風(fēng)險(xiǎn)。哪一項(xiàng)工具或技術(shù)支持風(fēng)險(xiǎn)控制？
A.定量風(fēng)險(xiǎn)分析
B.風(fēng)險(xiǎn)登記冊(cè)
C.風(fēng)險(xiǎn)審計(jì)
D.定性風(fēng)險(xiǎn)分析

參考答案：C。
解析：控制風(fēng)險(xiǎn)的工具，風(fēng)險(xiǎn)審計(jì)。

What factors should a project manager consider when assigning team members to a project?
A. Availability, location, experience, and ability
B. Availability, cost, experience, and ability
C. Department, cost, experience, and ability
D. Availability, certification, experience, and ability
向一個(gè)項(xiàng)目分配團(tuán)隊(duì)成員時(shí)，項(xiàng)目經(jīng)理應(yīng)考慮哪些因素？
A. 可用性、所在地點(diǎn)、經(jīng)驗(yàn)和能力
B. 可用性、成本、經(jīng)驗(yàn)和能力
C. 部門、成本、經(jīng)驗(yàn)和能力
D. 可用性、所獲證書、經(jīng)驗(yàn)和能力

參考答案：B。
解析：考獲取資源過(guò)程的工具：多標(biāo)準(zhǔn)決策分析。

A project sponsor refuses to pay the final invoice after receipt of the project’s deliverables. Which of the following proactive initiatives should be taken to avoid this situation in the future?
A. Perform user acceptance testing according to the project scope’s satisfaction criteria
B. Measure the stakeholders’ satisfaction
C. Obtain formal approval of the project’s final product
D. Meet with the project sponsor to review project deliverables
收到項(xiàng)目可交付成果后，項(xiàng)目發(fā)起人拒絕支付最終發(fā)票。為避免將來(lái)發(fā)生這種情況，應(yīng)采取下列哪一項(xiàng)積極措施？
A. 按照項(xiàng)目范圍的合格標(biāo)準(zhǔn)，執(zhí)行用戶驗(yàn)收測(cè)試
B. 衡量項(xiàng)目相關(guān)方的滿意度
C. 獲得項(xiàng)目最終產(chǎn)品的正式批準(zhǔn)
D. 與項(xiàng)目發(fā)起人開會(huì)，審查項(xiàng)目可交付成果

參考答案：B。
解析：應(yīng)該把相關(guān)方滿意度作為一個(gè)關(guān)鍵的項(xiàng)目目標(biāo)來(lái)進(jìn)行管理。沒有管理好相關(guān)方期望，
使得發(fā)起人不滿意、拒絕支付發(fā)票。
排除C的原因：獲得了最終產(chǎn)品批準(zhǔn)，只是項(xiàng)目能正常收尾，但如果發(fā)起人不滿意還是可以拒絕支付。

Budgets are being reduced by company management，therefore a decision must be made on how to reduce the budget of a critical, ongoing project.
The project manager should do which of the following first?
A.Submit an updated schedule that reduces cost, and reduces the scope of final deliverables.
B.Dismiss some of the assigned resources and lengthen the project timeline.
C.Eliminate the management reserve to keep the project.
D.Use a sensitivity analysis to evaluate the various risks.
公司管理層正在削減預(yù)算；因此必須作出如何削減某個(gè)關(guān)鍵、持續(xù)項(xiàng)目預(yù)算的決定。項(xiàng)目經(jīng)理首先應(yīng)該怎么做？
A.提交能夠減少成本的更新進(jìn)度計(jì)劃，并減少最終可交付成果的范圍
B.解散某些分配的資源并延長(zhǎng)項(xiàng)目時(shí)間線
C.減少管理儲(chǔ)備以保持項(xiàng)目進(jìn)行
D.使用敏感性分析評(píng)估不同風(fēng)險(xiǎn)

參考答案：D。
解析：敏感性分析，確定某個(gè)決定對(duì)項(xiàng)目具有最大影響。

A risk assessment for a website project shows that implementing a specific feature is more complex than expected. This could impact project performance from both cost and schedule perspectives.
What should the project manager do next?
A.Initiate a change request to scope, add the feature to the scope exclusion, and update the risk register.
B.Log the risk in the risk register and set up a meeting with key stakeholders to discuss the risk response strategies.
C.Update the risk register, review the scope, and evaluate risk-response strategies with key stakeholders.
D.Log the risk in the risk register and continue with the project.
一個(gè)網(wǎng)站項(xiàng)目的風(fēng)險(xiǎn)評(píng)估顯示，某個(gè)具體功能的實(shí)施比預(yù)期復(fù)雜。這可能同時(shí)影響項(xiàng)目的成本和進(jìn)度績(jī)效。
項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？
A提出一項(xiàng)范圍變更請(qǐng)求，將該功能添加到范圍除外情況中，并更新風(fēng)險(xiǎn)登記冊(cè)
B.將該風(fēng)險(xiǎn)登記進(jìn)風(fēng)險(xiǎn)登記冊(cè)中，并與關(guān)鍵相關(guān)方開會(huì)討論風(fēng)險(xiǎn)應(yīng)對(duì)策略
C.更新風(fēng)險(xiǎn)登記冊(cè)，審查范圍，并與關(guān)鍵相關(guān)方評(píng)估風(fēng)險(xiǎn)應(yīng)對(duì)策略
D.將該風(fēng)險(xiǎn)登記進(jìn)風(fēng)險(xiǎn)登記冊(cè)，并繼續(xù)項(xiàng)目

答案：C
這種題在考試中屬于中等難度題型。BC都有道理，就看哪個(gè)更合適。題目中說(shuō)該風(fēng)險(xiǎn)“可能同時(shí)影響項(xiàng)目的成本和進(jìn)度績(jī)效”，能立刻判斷還少了一個(gè)方面——范圍。范圍進(jìn)度成本共同構(gòu)筑了項(xiàng)目績(jī)效基準(zhǔn)。所以這個(gè)題即使要“討論”要“評(píng)估”，依據(jù)也應(yīng)該完整充分，而不僅僅是基于進(jìn)度和成本兩個(gè)方面就能敲定應(yīng)對(duì)策略啦。 So, C更合適。

 A project manager held a celebration to mark the successful completion of a project. At the event, the client representative notified the project manager that the final product did not meet their business needs.
What should the project manager have done to prevent this?
A.Notified stakeholders of project completion
B.Validated the project scope
C.Gathered stakeholder feedback
D.Reviewed organizational process assets updates
項(xiàng)目經(jīng)理舉行了慶祝會(huì)，慶祝項(xiàng)目圓滿完成。在活動(dòng)上，客戶代表告知項(xiàng)目經(jīng)理最終產(chǎn)品不滿足他們的商業(yè)需求。
若要防止這個(gè)問(wèn)題，項(xiàng)目經(jīng)理事先應(yīng)該做什么？
A.通知項(xiàng)目相關(guān)方項(xiàng)目完工
B.核實(shí)項(xiàng)目范圍
C.收集項(xiàng)目相關(guān)方的反饋
D.審查組織過(guò)程資產(chǎn)更新

答案：B
開慶功會(huì)了，是在收尾階段。為了保證收尾階段客戶不會(huì)對(duì)項(xiàng)目交付成果不滿意，前提是把驗(yàn)收工作做好。驗(yàn)收=確認(rèn)范圍，所以最佳選項(xiàng)是B。

A project manager receives a project costs report from a team member. However, the report was not approved by the appropriate party. It appears that the team member did not follow the procedures and policies for documenting and controlling project costs.
What process is used to determine these policies and procedures?
A.Plan Cost Management
B.Estimate Costs
C.Control Costs
D.Determine Budget
項(xiàng)目經(jīng)理收到一名團(tuán)隊(duì)成員提交的項(xiàng)目成本報(bào)告。然而，該報(bào)告未得到相關(guān)方的批準(zhǔn)?？雌饋?lái)團(tuán)隊(duì)成員未遵循記錄和控制項(xiàng)目成本的程序和政策。
哪一個(gè)過(guò)程可用來(lái)確定這些政策和程序？
A.規(guī)劃成本管理
B.估算成本
C.控制管理
D.制定預(yù)算

答案：C
首先，C不在49個(gè)過(guò)程其中。另外，政策程序什么的在“組織過(guò)程資產(chǎn)”中被體現(xiàn)，需早在做規(guī)劃的時(shí)候確定好（當(dāng)然未來(lái)也可以變更，只是本文沒涉及變更就不需要想太多了）。So，A為最佳

After the project team collects all stakeholder requirements and defines the project scope, what should the project team do next?
A.Define the activities that are assigned to the project resources.
B.Validate the project scope to meet the project objectives.
C.Develop a schedule that aligns with the project deliverables.
D.Decompose the project deliverables into manageable work elements.
項(xiàng)目團(tuán)隊(duì)收集所有相關(guān)方需求并定義項(xiàng)目范圍后，項(xiàng)目團(tuán)隊(duì)下一步應(yīng)做什么？
A.定義分配給項(xiàng)目資源的活動(dòng)
B.核實(shí)項(xiàng)目范圍，滿足項(xiàng)目目標(biāo)
C.制定與項(xiàng)目可交付成果一致的進(jìn)度計(jì)劃
D.將項(xiàng)目可交付成果分解成可管理的工作內(nèi)容

參考答案：D。
解析：定義范圍之后是創(chuàng)建WBS。

A project manager is having difficulty managing a conference call. Several project team members are speaking simultaneously, and one member has made an offensive comment directed toward the project team lead.
What should the project manager have done to avoid this?
A.Colocated team members
B.Utilized personnel assessment tools
C.Established ground rules
D.Conducted team-building activities
項(xiàng)目經(jīng)理難以管理一次電話會(huì)議。多名項(xiàng)目團(tuán)隊(duì)成員同時(shí)說(shuō)話，一名成員直接對(duì)項(xiàng)目團(tuán)隊(duì)領(lǐng)導(dǎo)做出攻擊性評(píng)論。
若要避免這個(gè)問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該事先做什么？
A.讓團(tuán)隊(duì)成員集中辦公
B.利用人員評(píng)估工具
C.制定基本規(guī)則
D.開展團(tuán)隊(duì)建設(shè)活動(dòng)

參考答案：C
團(tuán)隊(duì)章程是為團(tuán)隊(duì)創(chuàng)建團(tuán)隊(duì)價(jià)值觀， 共識(shí)，工作指南等文件，包括溝通指南，會(huì)議指南等。

A project manager assesses team performance following a successful project. Overall, the team improved its performance, moving from a stage where there were no clear roles and responsibilities to a well-organized performing unit.
What types of indicators should the team performance assessment include?
A.Staff turnover rate and incentive plan
B.Individual skill assessment and training
C.Staff turnover rate and individual skill assessment
D.Staff competencies and conflicts
項(xiàng)目經(jīng)理在一個(gè)項(xiàng)目成功之后評(píng)估團(tuán)隊(duì)績(jī)效?？傮w來(lái)說(shuō)，團(tuán)隊(duì)改進(jìn)了績(jī)效，從一個(gè)沒有明確角色與職責(zé)的階段進(jìn)入組織良好的成熟單位階段。
團(tuán)隊(duì)績(jī)效評(píng)估應(yīng)包含什么指標(biāo)類型？
A.人員流失率和激勵(lì)計(jì)劃
B.個(gè)人技能評(píng)估和培訓(xùn)
C.人員流失率和個(gè)人技能評(píng)估
D.人員的能力和沖突

參考答案：C
評(píng)價(jià)團(tuán)隊(duì)有效性的指標(biāo)可包括：個(gè)人技能的改進(jìn)，團(tuán)隊(duì)能力的改進(jìn)，團(tuán)隊(duì)成員離職率的降低；團(tuán)隊(duì)凝聚力的加強(qiáng)，只有C符合

While approaching a projeet's completion,the oustomor discovern a major system failure.The projecet manager must assess the impact on the project.
Which technique does this deseribe?
A.Cost-benefit analysis 
B.Cost of quality (COQ) 
C Quality managementme thodologies
D. Benchmarking
一個(gè)項(xiàng)目接近完工時(shí)，客戶發(fā)現(xiàn)一個(gè)重大系統(tǒng)故障。項(xiàng)目經(jīng)理必須評(píng)估這對(duì)項(xiàng)目的影響。
這描述的是哪一項(xiàng)技術(shù)?
A.成本效益分析 
B.質(zhì)量成本(C0Q)
C.質(zhì)量管理方法
D.標(biāo)桿對(duì)照

答案：B
關(guān)鍵詞：“客戶發(fā)現(xiàn)”，這屬于質(zhì)量成本中的外部失敗成本。對(duì)外部失敗帶來(lái)的影響進(jìn)行分析，得到結(jié)論后制定備選方案，再通過(guò)A來(lái)確定最佳方案的方式較為可行。
質(zhì)量成本 Cost of Quality (CoQ): 在整個(gè)產(chǎn)品生命周期所產(chǎn)生的所有成本，即：為預(yù)防產(chǎn)品或服務(wù)不符合要求而進(jìn)行的投資，為評(píng)估產(chǎn)品或服務(wù)是否符合要求而產(chǎn)生的成本，以及因產(chǎn)品或服務(wù)未達(dá)到要求而帶來(lái)的損失。

A local supplier is unable to meet a delivery date. The project team did not anticipate this new threat to the supply of the product. Importing this product will cost the project twice the price that the local vendor charges.
A.Contingency reserve
B.Project budget reserve
C.Management reserve
D.Risk response reserve
本地供應(yīng)商無(wú)法滿足交付日期。項(xiàng)目團(tuán)隊(duì)沒有預(yù)計(jì)到這個(gè)產(chǎn)品供應(yīng)的新威脅。進(jìn)口該產(chǎn)品將讓項(xiàng)目成本比使用本地供應(yīng)商的花費(fèi)貴兩倍。項(xiàng)目經(jīng)理應(yīng)使用什么來(lái)為這項(xiàng)工作提供資金？
A.應(yīng)急儲(chǔ)備
B.項(xiàng)目預(yù)算儲(chǔ)備
C.管理儲(chǔ)備
D.風(fēng)險(xiǎn)應(yīng)對(duì)儲(chǔ)備

參考答案：C
應(yīng)急儲(chǔ)備： 
在考慮持續(xù)時(shí)間估算時(shí)，需要考慮應(yīng)急儲(chǔ)備（有時(shí)也稱“進(jìn)度儲(chǔ)備”），以應(yīng)對(duì)進(jìn)度的不確定性。應(yīng)急儲(chǔ)備是包含在進(jìn)度基準(zhǔn)中的一段持續(xù)時(shí)間，用來(lái)應(yīng)對(duì)已接受的已識(shí)別風(fēng)險(xiǎn)。應(yīng)急儲(chǔ)備和與“已知-未知”風(fēng)險(xiǎn)有關(guān)，應(yīng)該在項(xiàng)目文件中列出應(yīng)急儲(chǔ)備。 
管理儲(chǔ)備： 
管理儲(chǔ)備是為了管理和控制項(xiàng)目而特別留出來(lái)的項(xiàng)目預(yù)算，來(lái)應(yīng)對(duì)項(xiàng)目中的不可預(yù)見的工作，管理儲(chǔ)備用來(lái)應(yīng)對(duì)“未知-未知”風(fēng)險(xiǎn)。使用管理儲(chǔ)備可能會(huì)變更進(jìn)度基準(zhǔn)?！?

A construction company is contracted by the local government to build a bridge. The project
manager completed the work breakdown structure (WBS) and now must estimate the budget. What tool or technique should the project manager use?
A.Cost aggregation
B.Reserve analysis
C.Funding limit reconciliation
D.Historical relationships
一家施工公司承包了當(dāng)?shù)卣囊粋€(gè)橋梁建設(shè)項(xiàng)目。項(xiàng)目經(jīng)理完成了工作分解結(jié)構(gòu)，現(xiàn)在必須估算預(yù)算。
項(xiàng)目經(jīng)理使用的是什么工具或技術(shù)？
A.成本匯總
B.儲(chǔ)備分析
C.資金限制平衡
D.歷史關(guān)系

參考答案：A
7.3.2制定預(yù)算的工具與技術(shù)
成本匯總

During the initiation phase of a  project,the project manager needs to develop the budget.What components need to be included?
A.Cost baseline and contingency reserve
B.Cost baseline and management reserve
C.Work package cost estimates and contingency reserve
D.Activity cost estimates and management reserve
在項(xiàng)目啟動(dòng)階段，項(xiàng)目經(jīng)理需要制定預(yù)算。需要包含哪些組成部分？
A.成本基準(zhǔn)和應(yīng)急儲(chǔ)備
B.成本基準(zhǔn)和管理儲(chǔ)備
C.工作成本估算和應(yīng)急儲(chǔ)備
D.活動(dòng)成本估算和管理儲(chǔ)備

參考答案：B
在成本基準(zhǔn)之上增加管理儲(chǔ)備，得到項(xiàng)目預(yù)算

A project manager discovers that, due to existing legislation, a feature cannot be implemented as planned. This willl seriously impact the project baseline.
What should the project manager have done to avoid this?
A.Spent more time creating a detailed communications management plan
B.Exercised more strict control of the change requests
C.Hired a more experienced ground of vendors
D.Indentified assumptions and constraints during project initiation
項(xiàng)目經(jīng)理發(fā)現(xiàn)由于現(xiàn)有立法，一項(xiàng)功能不能按計(jì)劃實(shí)施。這將嚴(yán)重影響項(xiàng)目基準(zhǔn)。若要避免這個(gè)問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該事先做什么？
A.花更多的時(shí)間創(chuàng)建項(xiàng)目的溝通管理計(jì)劃
B.實(shí)行更嚴(yán)格的變更請(qǐng)求控制
C.聘用經(jīng)驗(yàn)更豐富的供應(yīng)商團(tuán)隊(duì)
D.在項(xiàng)目啟動(dòng)期間識(shí)別假設(shè)條件和制約因素

參考答案：D
法律限制屬于組織外部事業(yè)環(huán)境因素之一，應(yīng)在項(xiàng)目初始階段將其識(shí)別為限制條件，從而可以避免因法律改變而出現(xiàn)的問(wèn)題

A project's scope has undergone continuous growth, which negatively impacts its schedule and cost. What should the project manager have done better to minimize these impacts?
A. Developed a change management plan
B.Requested project sponsor approval
C. Improved communications
D. Assessed project requirements to establish project deliverables
項(xiàng)目范圍已不斷蔓延,這對(duì)進(jìn)度和成本造成負(fù)面影響。若要盡可能減少這些影響,項(xiàng)目經(jīng)理最好應(yīng)事先完成哪一項(xiàng)?
A.制定變更管理計(jì)劃
B.請(qǐng)求項(xiàng)目發(fā)起人批準(zhǔn)
C.改進(jìn)溝通
D.評(píng)估項(xiàng)目請(qǐng)求,制定項(xiàng)目可交付成果

參考答案：A
本題題干關(guān)鍵點(diǎn)在于蔓延已經(jīng)發(fā)生，如何減少對(duì)成本和進(jìn)度的影響。顯然，只有變更控制，經(jīng)過(guò)變更分析、變更進(jìn)CCB審核通過(guò)，調(diào)整計(jì)劃方能有效降低影響。D屬于定義范圍的過(guò)程，并不能實(shí)際解決范圍蔓延的問(wèn)題，應(yīng)正確遵循變更流程。

A project manager is assigned to a global project located in multiple time zones. The project manager wants to ensure that all team members have timely access to project documentation. What should the project manager create?
A. Resource management plan
B. Project management plan
C. Stakeholder management plan
D. Project management information system(PMIS) 
項(xiàng)目經(jīng)理被任命管理一個(gè)處于多個(gè)時(shí)區(qū)的全球項(xiàng)目。項(xiàng)目經(jīng)理希望確保所有團(tuán)隊(duì)成員都能及時(shí)訪問(wèn)項(xiàng)目文檔。項(xiàng)目經(jīng)理應(yīng)創(chuàng)建什么?
A.資源管理計(jì)劃
B.項(xiàng)目管理計(jì)劃
C.相關(guān)方管理計(jì)劃
D.項(xiàng)目管理信息系統(tǒng)(PMIS)

參考答案：D
PMIS可以創(chuàng)造信息并建立人們與信息之間的聯(lián)系，可用于有效分享簡(jiǎn)單明確并經(jīng)編撰的顯性知識(shí) 見10.2.2.4項(xiàng)目管理信息系統(tǒng)(PMIS)的定義

An innovative project is failing as a result of incomplete and ever-changing product specifications. During which phase should the project life cycle have been clarified to ensure successful project delivery?
A.Initiating
B. Executing
C. Monitoring and controlling
D. Planning
由于產(chǎn)品技術(shù)規(guī)格不完整且不斷發(fā)生變化,一個(gè)創(chuàng)新項(xiàng)目失敗了,為確保項(xiàng)目成功交付,本應(yīng)在哪一個(gè)階段澄清項(xiàng)目生命周期?
A.啟動(dòng)階段
B.執(zhí)行階段
C.監(jiān)控階段
D.規(guī)劃階段

參考答案：A
關(guān)鍵詞：“澄清項(xiàng)目生命周期”，項(xiàng)目生命周期需要在項(xiàng)目初始確立

To guarantee a successful start to a project that involves cross-organizational teams,when should a project manager schedule the kick-off meeting?
A. As soon as the project management plan has been completed 
B. As soon as the project has been approved and funded 
C. As soon as the project scope has been completed
D. As soon as the project charter is more than 75 percent complete 
為了保證成功開始一個(gè)涉及交叉型組織團(tuán)隊(duì)的項(xiàng)目,項(xiàng)目經(jīng)理何時(shí)應(yīng)該安排項(xiàng)目啟動(dòng)大會(huì)？
A.完成項(xiàng)目管理計(jì)劃時(shí)
B.項(xiàng)目獲得批準(zhǔn)和資金時(shí)
C.完成項(xiàng)目范圍時(shí)
D.項(xiàng)目章程完成75%時(shí)

參考答案：A
詳見4.2.2.4會(huì)議關(guān)于項(xiàng)目開工會(huì)議的定義。kick-off meeting 開在項(xiàng)目規(guī)劃完成之后，執(zhí)行之前

A project team complete a project's deliverables. To facilitate project closure,ownership of the deliverables should be transferred to which of the following?
A. Project management office(PMO)
B. Assigned project stakeholders
C. Organizational process assets
D. Project sponsor
項(xiàng)目團(tuán)隊(duì)完成項(xiàng)目的可交付成果。為促進(jìn)項(xiàng)目收尾,可交付成果的所有權(quán)應(yīng)轉(zhuǎn)移給下列哪一項(xiàng)? 
A.項(xiàng)目管理辦公室(PMO)
B.被任命的項(xiàng)目相關(guān)方
C.組織過(guò)程資產(chǎn)
D.項(xiàng)目發(fā)起人

參考答案：D
排除法，項(xiàng)目的可交付成果的“所有權(quán)”應(yīng)屬于發(fā)起人或客戶，答案只有發(fā)起人可選。因?yàn)榘l(fā)起人發(fā)起項(xiàng)目，并提供資金支持。對(duì)項(xiàng)目經(jīng)理來(lái)說(shuō)，發(fā)起人屬于廣義上的客戶。

A project in the execution phase incurs cost overruns due to additional reporting requirements introduced by the human resource team.
What should the project  manager have done to avoid the cost overruns?
A.Added resources for the new requirements
B.Increased the budget for the new requirements
C.Executed change requests  for the new requirements
D.Reduced the testing timeline for deliveringthe new requirements
一個(gè)項(xiàng)目處于執(zhí)行階段，由于人力資源團(tuán)隊(duì)引入額外的報(bào)告需求，發(fā)生成本超支。若要避免成本超支，項(xiàng)目經(jīng)理應(yīng)該事先做什么？
A.為新需求增加資源
B.為新需求增加預(yù)算
C.執(zhí)行新需求的變更請(qǐng)求
D.減少交付新需求的測(cè)試時(shí)間表

參考答案：C
新報(bào)告需求屬于變更，應(yīng)該事先走變更流程，修改成本基準(zhǔn)就不會(huì)導(dǎo)致成本超支

A project manager gathers the first round of requirements in a group meeting with key stakeholders. One of the stakeholders controls the conversation and the project manager fears that not all requirements are fully identified.
To ensure the requirements are fully and accurately documented in a non-biased manner, the project manager should do which of the following?
A.Hold a second meeting that excludes the vocal stakeholder.
B.Provide an anonymous communication channel for all stakeholders to provide feedback.
C.Document the potential for incomplete requirements in the risk register.
D.Allow the integrated change control process to capture future requirement changes.
項(xiàng)目經(jīng)理在與關(guān)鍵相關(guān)方召開的集體會(huì)議中收集到第一輪需求但是其中一名項(xiàng)目相關(guān)方掌控了對(duì)話，項(xiàng)目經(jīng)理?yè)?dān)心未充分識(shí)別所有需求若要確保需求通過(guò)一種公正方式充分準(zhǔn)確記錄，項(xiàng)目經(jīng)理應(yīng)該采取下列哪一項(xiàng)措施？
A.再召開一次會(huì)議，將發(fā)言的相關(guān)方排除在外
B.向所有項(xiàng)目相關(guān)方提供一個(gè)匿名溝通渠道，以便他們提供反饋
C.將需求不完整的潛在風(fēng)險(xiǎn)記錄在風(fēng)險(xiǎn)登記冊(cè)中
D.允許實(shí)施整體變更控制過(guò)程，來(lái)收集未來(lái)的需求變更

參考答案:B
題干中明確要求“確保需求通過(guò)一種公正方式充分準(zhǔn)確記錄”，用排除法，A不可取，不能排除某個(gè)相關(guān)方，C和D與收集需求無(wú)關(guān)，選B

As a software project ends, the project is ahead of schedule and under budget. A key team member advises the project manager that for an additional cost, new features could be added to the software to benefit the customer. This would not impact the initial budget or schedule.
What should the project manager do next?
A.Maintain the original scope.
B.Verify with the customer if these new features are needed.
C.Implement the new features to increase customer satisfaction.
D.Perform a risk reassessment and implement the new features, if there is no risk exposure.
在一個(gè)軟件項(xiàng)目結(jié)束時(shí)，項(xiàng)目超前于進(jìn)度并低于預(yù)算。一名關(guān)鍵團(tuán)隊(duì)成員建議項(xiàng)目經(jīng)理增加成本，可以向軟件添加對(duì)客戶有利的新功能。這不會(huì)影響初始預(yù)算或進(jìn)度。項(xiàng)目經(jīng)理下一步該怎么做？
A.保持原始范圍
B.與客戶核實(shí)是否需要這些新功能
C.執(zhí)行新功能，提高客戶滿意度
D.執(zhí)行一項(xiàng)風(fēng)險(xiǎn)再評(píng)估，且如果沒有風(fēng)險(xiǎn)暴露，則執(zhí)行新功能

參考答案：A
對(duì)項(xiàng)目范圍的要求是做且僅做！并且處于項(xiàng)目結(jié)束階段（在交付中或已經(jīng)交付了），團(tuán)隊(duì)成員（注意！是自己人主動(dòng)提出不是客戶要求）提出范圍的增加，屬于范圍蔓延中的鍍金！不符合項(xiàng)目管理理念， 故排除B C， D 與風(fēng)險(xiǎn)無(wú)關(guān)。

A client wants to add US$700,000 in project scope changes. What should the project manager do?
A. Update the cost and schedule baselines.
B. Submit a change request and follow the change management plan.
C. Approve the change and immediately revise the project management plan.
D. Document the change and update the statement of work (SOW).
客戶希望對(duì)項(xiàng)目范圍變更增加 70 萬(wàn)美元。項(xiàng)目經(jīng)理應(yīng)該怎么做？
A. 更新成本和進(jìn)度基準(zhǔn)。
B. 提交變更請(qǐng)求，并遵循變更管理計(jì)劃。
C. 批準(zhǔn)變更，并立即修訂項(xiàng)目管理計(jì)劃。
D. 記錄變更，并更新工作說(shuō)明書(SOW)。

參考答案：B
所有變更都應(yīng)該遵循變更管理計(jì)劃，先提交變更請(qǐng)求，C其次，然后是D和A。如果題目不提敏捷，不是敏捷環(huán)境，變更默認(rèn)走變更管理流程。

When defining and documenting a project's scope, what documentation should the project manager consult first?
A.Project charter
B.Enterprise environmental factors
C.Functional requirements
D.Business requirements
定義并記錄項(xiàng)目范圍時(shí)，項(xiàng)目經(jīng)理首先應(yīng)查看哪一份文檔？
A.項(xiàng)目章程
B.事業(yè)環(huán)境因素
C.功能需求
D.業(yè)務(wù)需求

參考答案：A
A和B都是定義范圍的輸入，但是以項(xiàng)目章程為核心，首先應(yīng)查看A，里面有對(duì)項(xiàng)目的高層級(jí)描述和邊界定義

A new project manager replaces the project manager who created the project management plan. After reviewing the status reports with the project team, the new project manager realizes that key deliverables are not included in the scope statement.
What should the new project manager do next?
A. Update the project management plan to include the omitted deliverables
B. Prepare a new project management plan and request approval
C. Refer to the risk register
D. Refer to the change management plan and apply processes to proposed scope changes
新項(xiàng)目經(jīng)理替換了創(chuàng)建項(xiàng)目管理計(jì)劃的項(xiàng)目經(jīng)理。與項(xiàng)目團(tuán)隊(duì)一起審查狀態(tài)報(bào)告后，新項(xiàng)目經(jīng)理發(fā)現(xiàn)關(guān)鍵可交付成果不包含在范圍說(shuō)明書中。
新項(xiàng)目經(jīng)理下一步該怎么做？
A 更新項(xiàng)目管理計(jì)劃，包含省略的可交付成果
B 制定一份新的項(xiàng)目管理計(jì)劃，并請(qǐng)求批準(zhǔn)
C. 查閱風(fēng)險(xiǎn)登記冊(cè)
D. 查閱變更管理計(jì)劃，并應(yīng)用該流程到提議的范圍變更

參考答案：D
所有變更請(qǐng)求應(yīng)該參照變更控制流程執(zhí)行變更，D是首先應(yīng)該要做的事

A project manager's next promotion depends upon the successful,on-time delivery of a high-profile project that is weeks behind schedule.. What should the project manager do next status meeting?
A.Report that metrics and status are in line with stakeholder expectations
B.Report that delivery is on schedule and plan to bring the schedule back on track 
C.Share the information with the project sponsor and ask for guidance
D.Report metrics and status accurately, indicating that there will be negative
consequences
項(xiàng)目經(jīng)理的下一次晉升取決于成功按時(shí)交付一個(gè)高端項(xiàng)目，但該項(xiàng)目落后于進(jìn)度幾周時(shí)間。項(xiàng)目經(jīng)理在下一次狀態(tài)會(huì)議上怎么做?
A.報(bào)告測(cè)量指標(biāo)和狀態(tài)符合項(xiàng)目相關(guān)方的期望
B.報(bào)告交付符合進(jìn)度計(jì)劃，并計(jì)劃將進(jìn)度恢復(fù)正常軌道
C.與項(xiàng)目發(fā)起人一起分享該信息，并請(qǐng)求指導(dǎo)
D.準(zhǔn)確報(bào)告測(cè)量指標(biāo)和狀態(tài)，表明將存在負(fù)面后果

參考答案：D
項(xiàng)目經(jīng)理需要根據(jù)實(shí)際情況匯報(bào)項(xiàng)目狀態(tài)，并尋求進(jìn)一步解決方案

關(guān)于領(lǐng)導(dǎo)力和管理能力的比較，錯(cuò)誤的是
A.領(lǐng)導(dǎo)力旨在激發(fā)主觀能動(dòng)性、管理能力旨在管理與控制
B.領(lǐng)導(dǎo)能力適合敏捷項(xiàng)目、管理能力適合傳統(tǒng)項(xiàng)目
C.管理和領(lǐng)導(dǎo)力經(jīng)?；Q使用，管理側(cè)重于事，領(lǐng)導(dǎo)側(cè)重于人
D.領(lǐng)導(dǎo)關(guān)注正確的做事，管理關(guān)注做正確的事

B我認(rèn)為是可以的，“適合”的描述沒啥問(wèn)題，管理和領(lǐng)導(dǎo)能力都要關(guān)注，但有主次。敏捷培養(yǎng)的是coach，充分運(yùn)用領(lǐng)導(dǎo)力，規(guī)則是次要的；傳統(tǒng)項(xiàng)目明確流程，對(duì)管理能力要求很高。D才是完全說(shuō)反了呦 領(lǐng)導(dǎo)關(guān)注軟技能，管理要求硬實(shí)力；領(lǐng)導(dǎo)者者指引方向，連接人，充分激勵(lì)；管理者強(qiáng)調(diào)權(quán)威，執(zhí)行流程，按章辦事。

A company implements new software for the human resources department. However, technical issues cause schedule delays and impact the project budget.
To address the situation, which of the following stakeholders should the project manager engage?
A. Software vendor
B. Information technology manager
C. Human resources manager
D. Project sponsor
一家公司為人力資源部門實(shí)施了新軟件。然而，技術(shù)問(wèn)題導(dǎo)致進(jìn)度延期并影響項(xiàng)目預(yù)算。為解決這種情況，項(xiàng)目經(jīng)理應(yīng)接洽下列哪一位相關(guān)方？
A. 軟件供應(yīng)商
B. 信息技術(shù)經(jīng)理
C. 人力資源經(jīng)理
D. 項(xiàng)目發(fā)起人

參考答案：B。
解析：“技術(shù)問(wèn)題”導(dǎo)致進(jìn)度延期并影響項(xiàng)目預(yù)算，應(yīng)該接洽信息技術(shù)經(jīng)理。雖然其他選項(xiàng)可以考慮，但是PM應(yīng)該以解決問(wèn)題為導(dǎo)向思考對(duì)接方和解決方案，所以最佳選項(xiàng)為B，技術(shù)問(wèn)題讓技術(shù)解決。題目中沒有明確這件事情是否不在PM的工作職責(zé)內(nèi)，就不要選擇找甲方和發(fā)起人啦

 A project manager receives a deliverable from an outsourced third party. To what document can the project manager refer to review detailed information about this deliverable?
A. Procurement agreement
B. Source selection criteria
C. Procurement statement of work (SOW)
D. Procurement management plan
項(xiàng)目經(jīng)理收到外包第三方的可交付成果。項(xiàng)目經(jīng)理可以查閱哪一份文件來(lái)審查有關(guān)該
可交付成果的詳細(xì)信息？
A. 采購(gòu)協(xié)議
B. 供方選擇標(biāo)準(zhǔn)
C. 采購(gòu)工作說(shuō)明書(SOW)
D. 采購(gòu)管理計(jì)劃

參考答案：A。
解析：采購(gòu)協(xié)議中包括了可交付成果描述和驗(yàn)收標(biāo)準(zhǔn)

一個(gè)項(xiàng)目正在經(jīng)歷影響項(xiàng)目成本和進(jìn)度的問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該使用下列哪一項(xiàng)來(lái)解決這些問(wèn)題？
A．掙值管理(EVM)    
B．進(jìn)度趕工    
C．因果分析    
D．市場(chǎng)調(diào)研

【參考答案】C
【題目解析】出現(xiàn)問(wèn)題要找根本原因，找根本原因使用因果分析（因果圖）。掙值管理是幫助我們發(fā)現(xiàn)問(wèn)題的，真正要解決需要走問(wèn)題解決流程。

一條路徑的總時(shí)差是-20天，它的含義是什么？
A：為了確定實(shí)際總時(shí)差，必須對(duì)關(guān)鍵路徑進(jìn)行評(píng)價(jià)
B：項(xiàng)目預(yù)期會(huì)提前20天完成
C：每個(gè)活動(dòng)時(shí)差為20天
D：為了準(zhǔn)時(shí)完成項(xiàng)目，需要進(jìn)行工期壓縮

參考答案：D
路徑時(shí)差小于0，說(shuō)明進(jìn)度延期，需要進(jìn)度壓縮
首先不能選B?。?！總時(shí)差代表單個(gè)活動(dòng)間可以拖延的時(shí)間。為正代表你當(dāng)前的進(jìn)度讓你在這個(gè)活動(dòng)里有時(shí)間拖延，說(shuō)明你這個(gè)活動(dòng)是提前的??！為負(fù)反之。
不選A因?yàn)橹挥嘘P(guān)鍵路徑被確定好了才能知道各個(gè)路徑上面活動(dòng)的總時(shí)差，實(shí)際的總時(shí)差是已經(jīng)清楚的。
雖然沒有明確告訴大家這個(gè)總時(shí)差的-20天是不是關(guān)鍵路徑上的，但是不管是不是肯定證明了這個(gè)路徑上的所有活動(dòng)都是延遲了的。如果是關(guān)鍵路徑延遲，必須進(jìn)度壓縮，如果是非關(guān)鍵路徑延遲，也要盡量壓縮避免影響到關(guān)鍵路徑。最合適的選項(xiàng)還是D。

在培訓(xùn)新的項(xiàng)目團(tuán)隊(duì)成員時(shí)，項(xiàng)目團(tuán)隊(duì)成員問(wèn)你確定范圍應(yīng)該怎么做，你的回答是：
A：核實(shí)產(chǎn)品的正確性
B：建立WBS
C：檢查產(chǎn)品的功能是否滿足范圍需求
D：績(jī)效測(cè)量

參考答案：C
 確認(rèn)范圍通過(guò)檢查，來(lái)確保項(xiàng)目的范圍均得以實(shí)現(xiàn)