51、 [单选] 一个项目接近完工，这时项目经理发现一个新风险。发现这个风险时，项目经理执行的是什么活动？

A project is nearing completion when the project manager discovers a new risk. What activity was the project manager performing when they discovered this risk?

A：识别风险

Identifying risks

B：定量风险分析

Quantitative risk analysis

C：风险再评估

Risk reassessment

D：监督风险

Controlling risks

正确答案：C 你的答案：D

解析：在监督风险中，经常需要识别新风险，对现有风险进行再评估，以及删去已过时的风险。 应该定期进行项目风险再评估。反复进行再评估的次数和详细程度，应该根据相对于项目目标的项目进展情况而定。

这个题值得好好复盘，如果题目问的是这个是执行风险管理的哪个过程，那么无疑是D 监督风险；但这里问的是哪个“活动”，这个考点是风险审查会，进行风险再评估。

52、 [单选] 由于活动 A 的资源不可用，这项活动将会延迟五周。根据表格内容，对项目的影响是什么？

Due to the unavailability of resources for activity A, it will be delayed by five weeks. Based on the table, what is the impact on the project?

A：项目将延期五周。

Project will be delayed by five weeks.

B：活动 F 的浮动时间将增加五周。

Activity F’s float will be increased by five weeks.

C：活动 F 将延期五周。

Activity F will be delayed by five weeks.

D：项目结束日期保持相同。

Project end date remains the same.

正确答案：A 你的答案：A

解析：活动 A 在关键路径上，延期五周将直接导致项目延期五周。

53、 [单选] 项目发起人批准项目里程碑进度计划并任命一名项目经理。评审进度计划之后，项目经理得出日期不现实的结论。项目经理下一步应该怎么做？

A project sponsor approves the project milestone schedule and assigns a project manager. After reviewing the schedule, the project manager concludes that the dates are unrealistic. What should the project manager do next?

A：创建一份因果图。

Create a cause-and-effect diagram.

B：产生进度计划网络图。

Produce a schedule network diagram.

C：对批准的进度计划赶工。

Crash the approved schedule.

D：执行进度网络分析。

Perform a schedule network analysis.

正确答案：D 你的答案：B

解析：进度网络分析是创建项目进度模型的一种综合技术，它采用了其他几种技术，例如关键路径法、资源优化技术和建模技术。其他分析包括（但不限于）：1、当多个路径在同一时间点汇聚或分叉时，评估汇总进度储备的必要性，以减少出现进度落后的可能性。2、审查网络，看看关键路径是否存在高风险活动或具有较多提前量的活动，是否需要使用进度储备或执行风险应对计划来降低关键路径的风险。进度网络分析是一个反复进行的过程，一直持续到创建出可行的进度模型。

54、 [单选] 在一个为期六周、价值 700 万美元的项目中途，成本已经达到 450 万美元。只有三周剩余时间，项目处于什么状态？

Midway through a six-week, US$7 million project, costs have reached US$4.5 million. With only three weeks remaining, what is the project’s status?

A：超前于进度，但低于预算

Ahead of schedule and under budget

B：落后于进度，但低于预算

Behind schedule and under budget

C：符合进度，并低于预算

On schedule and under budget

D：符合进度，但超出预算

On schedule and over budget

正确答案：D 你的答案：D

解析：只能假定进度安排是均衡的，并且中途是指挣值为预算的一半，即 350 万美元。

55、 [单选] 在新项目的相关方会议中，项目经理发现一名相关方对项目有抵触。项目经理记录该情况，并对该相关方的参与程度评级。项目经理使用了哪项工具或技术来为相关方的参与程度评级？

During a new project’s stakeholder meeting, the project manager discovers that one stakeholder is resistant to the project. The project manager notes this, and rates the stakeholder engagement level. What tool or technique did the project manager use to rate this stakeholder’s engagement level?

A：分析技术

Analytical techniques

B：风险概率和影响评级

Risk probability and impact assessment

C：人际关系技巧

Interpersonal skills

D：专家判断

Expert judgment

正确答案：A 你的答案：B

解析：应该使用分析技术比较所有相关方的当前参与程度与计划参与程度（为项目成功所需的）。在整个项目生命周期中，相关方的参与对项目的成功至关重要。

56、 [单选] 由于之前识别到的障碍未能解决，项目可交付成果将不能按计划完成。项目经理应该事先做什么？

A project deliverable will not be completed as planned, because a previous identified issue failed to be addressed. What should the project manager have done to avoid this?

A：与团队一起定期审查问题日志

Regularly reviewed the issue log with the team

B：持续更新执行、负责、咨询和知情（RACI）图

Continually updated the responsible, accountable, consult, and inform (RACI) diagram

C：定期审查相关方登记册

Routinely reviewed the stakeholder register

D：开展质量审计

Conducted a quality audit

正确答案：A 你的答案：B

解析：在管理项目团队过程中，总会出现各种问题。可用问题日志记录由谁负责在目标日期内解决特定问题，并监督解决情况。

57、 [单选] 一个新产品开发三个月后，一名团队成员通知项目经理其中某个部件的质量问题。项目经理应该使用哪种工具与技术有效地处理和解决这个问题？

Three months into the development of a new product, a team member informs the project manager of a quality issue with one of the components. What tool or technique should the manager use to efficiently address and solve this issue?

A：帕累托图 

Pareto diagram

B：SWOT 分析

Strengths, weaknesses, opportunities, and threats (SWOT) analysis

C：因果图

Cause-and-effect diagrams

D：控制图

Control charts

正确答案：C 你的答案：C

解析：因果图，又称鱼骨图或石川图。问题陈述放在鱼骨的头部，作为起点，用来追溯问题来源，回推到可行动的根本原因。在问题陈述中，通常把问题描述为一个要被弥补的差距或要达到的目标。通过看问题陈述和问“为什么”来发现原因，直到发现可行动的根本原因，或者列尽每根鱼骨上的合理可能性。要在被视为特殊偏差的不良结果与非随机原因之间建立联系，鱼骨图往往是行之有效的。

58、 [单选] 一家大型、全球性公司的员工分布在七个不同国家。为确保项目成功，每个人——无论其物理位置——必须能够方便地通过安全的内部网站访问培训。这使用的是哪种沟通方法？

A large, global company has employees located in seven different countries. To assure the project successes, everyone – regardless of physical location – must be able to convenient to visit training via a secured intranet site.

A：交互式沟通

Interactive

B：编码沟通

Encoded

C：拉式沟通

Pull

D：推式沟通

Push

正确答案：C 你的答案：C

解析：拉式沟通。用于信息量很大或受众很多的情况。要求接收者自主自行地访问信息内容。这种方法包括门户网站、企业内网、电子在线课程、经验教训数据库、知识库等。

59、 [单选] 一名项目团队成员被要求支持另一个职能部门三天时间。项目经理识别到这将会让项目延期五天。项目经理应使用什么技术来确定这一点？

A project team member is required to support another functional department for three days. The project manager identifies that this will delay the project by five days. What technique did the project manager use to determine this?

A：进度网络分析

Schedule network analysis

B：关键路径法（CPM）

Critical path method (CPM)

C：关键链法（CCM）

Critical chain method (CCM)

D：资源平衡

Resource leveling

正确答案：A 你的答案：C

解析：进度网络分析是创建项目进度模型的一种综合技术，它采用了其他几种技术，例如关键路径法、资源优化技术和建模技术。其他分析包括（但不限于）：1、当多个路径在同一时间点汇聚或分叉时，评估汇总进度储备的必要性，以减少出现进度落后的可能性。2、审查网络，看看关键路径是否存在高风险活动或具有较多提前量的活动，是否需要使用进度储备或执行风险应对计划来降低关键路径的风险。进度网络分析是一个反复进行的过程，一直持续到创建出可行的进度模型。

60、 [单选] 在项目实施期间发生组织重组，一名关键相关方被替换。新的相关方对项目成功存在很高的兴趣并拥有足够的影响力，对项目结果产生重大影响。在执行相关方分析之后，项目经理该如何处理该新项目相关方？

Organizational restructuring occurred during a project’s implementation and a key stakeholder was replaced. The new stakeholder has high interest in the project’s success and enough influence and can significantly impact its outcome. After performing a stakeholder analysis, how should the project manager handle this new stakeholder?

A：监测相关方期望发生的任何变化。

Monitor any change in stakeholder in stakeholder expectation.

B：保持向相关方通知项目进度/状态。

Keep the stakeholder informed of the project’s progress/status.

C：确保相关方满意项目进度/状态。

Ensure stakeholder id satisfied with the project’s progress/status.

D：密切管理相关方的期望。

Manage the stakeholder’s expectation closely.

正确答案：D 你的答案：D

解析：权力利益方格是相关方分析的多种分类模型之一。根据相关方的职权（权力）大小及对项目结果的关注（利益）程度进行分类，并采用不同的管理策略：权力高、利益高——重点管理，权力高、利益低——令其满意，权力低、利益高——随时告知，权力低、利益低——监督。

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61、 [单选] 收到新项目的客户请求之后，项目经理首先应该做什么？

What should a project manager do first after receiving a customer request for a new project?

A：寻求项目发起人批准。

Seek project sponsor approval.

B：准备商业论证。

Prepare the business case.

C：组织项目启动大会。

Organize a kick-off meeting.

D：获得专家判断。

Obtain expert judgment.

正确答案：B 你的答案：A

解析：Business Case 商业论证：对新项目进行文档化的经济可行性研究报告，用来对尚缺乏充分定义的所选方案的收益进行有效性论证，是启动后续项目管理活动的依据。

62、 [单选] 在项目初始阶段，项目发起人表示项目必须在六个月内完成。若要确定时间线是否切合实际，项目经理应该怎么做？

During a project’s initial phase, the project sponsor expresses that it must be completed within six months. What should the project manager do to determine if the timeline is realistic?

A：咨询主题专家（SME）。

Consult subject matter experts (SMEs).

B：查看资源管理计划。

Refer to the human resource management plan.

C：查看进度管理计划。

Refer to the schedule management plan.

D：安排一次与项目相关方召开的焦点小组会议。

Arrange a focus group with project stakeholders.

正确答案：D 你的答案：C

解析：若要确定时间线是否切合实际，需要具体执行工作的团队成员参与评估，因此安排一次与项目相关方召开的焦点小组会议比较合适。

63、 [单选] 在项目评审会上，项目经理发现一个项目团队不能解决的问题。项目经理应该怎么做？

During a project review meeting, the project finds an issue that cannot resolved by the project team. What should the project manager do?

A：更新问题日志。

B：提交变更请求。

C：更新相关方管理计划。

D：请求额外的资源。

正确答案：A 你的答案：A

解析：8.3.3.6 项目文件更新-问题日志，项目经理发现一个项目团队不能解决的问题应当首先更新问题日志。

64、 [单选] 一家全球性公司推出一个新项目，在其各分支机构交付一个质量体系。关键项目相关方担心位于公司总部外面的人员参与程度。若要解决这个问题，项目经理应该怎么做？

A global company launches a new project to deliver a quality system across its branches. Key stakeholders are concerned about the levels of engagement for those located outside of company headquarters. What should the project manager do to address this?

A：为位于公司总部的人员举行面对面会议，并向所有团队成员发送电子邮件会议纪要。

Conduct face-to-face meetings for those located in company headquarters, and email meeting minutes to all team members.

B：与所有团队成员分享主要成就，并根据需要安排后续追踪电话。

Share main achievements with all team members, and schedule follow-up calls as required.

C：使用电子邮件向所有团队成员发送项目相关主题。

Email all team members with topics relevant to the project.

D：安排运行所有参与者参加的虚拟会议，并向所有团队成员发送电子邮件会议纪要。

Schedule virtual meetings that allow all participants to attend, and email meeting minutes to all team members.

正确答案：D 你的答案：B

解析：9.3.2.4 虚拟团队。虚拟团队的使用为招募项目团队成员提供了新的可能性。虚拟团队可定义为具有共同目标、 在完成角色任务的过程中很少或没有时间面对面工作的一群人。现代沟通技术（如电子邮件、电话 会议、社交媒体、网络会议和视频会议等）使虚拟团队成为可行

65、 [单选] —个项目从开始就有几个已识別的风险，这些风险在整个项目过程中不断发生变化，项目经理必须确保进度和预算与这些风险的当前状态保持一致。项目经理应使用什么工具或技术？

A project began with several identified risks. These risks changed throughout the project and the project manager must ensure that the schedule and budget remain aligned with these risks'current status. What tool or technique should the project manager use?

A：风险审计

Risk audits

B：偏差和趋势分析

Variance and trend analysis

C：储备分析

Reserve analysis

D：风险再评估

Risk reassessment

正确答案：C 你的答案：D

解析：题干里面讲到在控制风险过程中我们会去看看进度和预算是不是跟我们之前的保持一致其实这个说的就是在做储备分析的事。储备分析是在整个项目执行期间，可能发生某些单个项目风险，对预算和进度应急储备产生正面或负面的影响。储备分析是指在项目的任一时点比较剩余应急储备与剩余风险量，从而确定剩余储备是否仍然合理。

66、 [单选] 客户抱怨说产品要求的标准未满足。项目经理确定已正确记录客户要求的标准，且保持不变。项目经理应该怎么做？

A client complains that the required standards for the product are unmet. The project manager is certain that the client’s required standards were accurately recorded and have remained unchanged. What should the project manager do?

A：查看范围管理计划

Review the scope management plan.

B：开展假设情景分析，确定潜在变更的影响

Conduct a what-if scenario analysis to determine the impact of potential changes.

C：查看质量管理计划

Review the quality management plan.

D：提交变更请求解决该问题

Submit a change request to address the problem.

正确答案：C 你的答案：C

解析：质量管理计划是项目管理计划的组成部分，描述将如何实施组织的质量政策，以及项目管理团队准备如何达到项目的质量要求。根据题意，用户抱怨说产品要求的标准未满足，此时应查看关于项目及其可交付成果的质量要求和/或标准描述的文档，即“质量管理计划”。

67、 [单选] 一个关键的项目团队成员由于自然灾害影响其所在的城市无法上班，客户期待着可交付成果，且合同中包含着惩罚条款。项目经理应该怎么做？

A key project team member was unable to work because of the natural disaster that affected his or her city, but the customer is looking forward to deliverables and the contract includes penalty clauses. What should the project manager do?

A：检查合同中是否有由于自然灾害而免于处罚的条款

Check whether there is any term about penalty exemption due to natural disasters

B：与客户协商处罚例外情况

Negotiate with the customer about penalty exemption

C：在不受自然灾害影响的城市聘请一位新成员

Hire a new member in a city that is not affected by natural disasters

D：更新风险登记册，包括对自然灾害的减轻

Update the risk register, including mitigation of natural disasters

正确答案：A 你的答案：A

解析：合同管理常识，不可抗拒力免责条款。

68、 [单选] 一家组织的经验教训数据库表明过去的重大项目问题是质量失败，为确保质量，项目经理制定质量保证计划时决定做的更彻底，项目经理应该怎么做？

An organization's lessons learned database shows that the major project problem of the past was quality failures. To ensure quality, the project manager should make more thorough decisions while developing quality assurance programs. What should the project manager do?

A：根据项目的范围和需求制定质量管理计划

Develop the quality management plan based on the scope and requirements of the project

B：将所有质量控制过程纳入项目中

Include all quality control processes in the project

C：在项目核对单中包含来自过往项目所有的经验教训

Include all lessons learned from past projects in the project checklist

D：在风险登记册中添加一个新风险

Add a new risk to the risk register

正确答案：C 你的答案：C

解析：PMBOK（6）P281-8.1.1.5规划质量管理-输入组织过程资产。包括历史数据可和经验教训知识库。这题A选项正确，但题目背景是过去项目总是出现重大失败，为了更彻底的制定项目质量管理该输入哪项，符合题意的选项是C。

69、 [单选] 在开始进行一个已经批准工作包的工作之后，一名团队成员了解到项目管理计划未更新，该团队成员应该怎么做？

After starting an approved work package, a team member learned that the project management plan had not been updated. What should the team member do?

A：提交变更请求，以更新项目管理计划

Submit a change request to update the project management plan

B：推迟工作，直到项目经理更新项目管理计划

Delay work until the project manager updates the project management plan

C：继续工作，并要求项目经理更新项目管理计划

Continue to work and ask the project manager to update the project management plan

D：请求发起人许可在等待项目管理计划更新的同时继续工作

Request the sponsor's permission to continue working while waiting for the project management plan to be updated

正确答案：B 你的答案：A

解析：PMBOK（6）P90-4.3指导与管理项目工作。为实现项目目标而领导和执行项目管理计划中规定的工作，实施已批准变更。团队成员按计划工作，执行计划，没有更新计划不能执行。

70、 [单选] 一名团队成员不清楚项目经理的主要职责和权限。以下哪一份文件可以帮助他清晰了解这项信息？

A team member was not aware of the project manager's main responsibilities and authorities.  Which of the following documents can help him or her clearly understand this information?

A：项目章程

Project charter

B：项目管理计划

Project management plan

C：组织结构

Organizational structurez

D：资源管理计划

Resources management plan

正确答案：A 你的答案：D

解析：PMBOK（6）P81-4.1.3.1制定项目章程-项目章程。包括委派的项目经理及其职责和职权。

71、 [单选] 项目管理办公室的经理在审查项目状态指示图，发现其中一个项目的SPI为0.5，CPI为0.3.以下哪份项目文件应包含导致该绩效的原因？

The manager of the project management office was reviewing the project status indicator diagram and found that the SPI and CPI of one project were 0.5 and 0.3 respectively. Which of the following project documents should contain the reasons for this performance?

A：实际成本报告

Actual cost report

B：挣值管理报告

EVM report

C：已更新的项目甘特图

Updated Gantt chart

D：问题日志

Issue Log

正确答案：B 你的答案：B

解析：PMBOK（6）P112-4.5.3.1监控项目工作-工作绩效报告。包括状态和进展报告。包含挣值图表和信息、趋势线和预测、储备燃尽图、缺陷直方图、合同绩效信息和风险情况概述，可以表现为有助于引起关注、制定决策和采取行动的仪表指示图、热点报告、信号灯图或其他形式。

72、 [单选] 一个新项目被认为具有高风险因素和制约因素，尽管其他项目经理提出了警告，项目经理仍然决定管理该项目。项目经理应该将项目的高风险性记录在哪里？

A new project is considered to have high risk factors and restraining factors. Although other project managers have issued a warning, the project manager still decided to manage the project.  Where should the project manager record the high risks of the project?

A：项目章程

Project charter                

B：相关方参与计划

C：问题日志

Issue Log

D：项目管理计划

Project management plan

正确答案：A 你的答案：A

解析：PMBOK（6）P81-4.1.3.2制定项目章程-假设日志。通常，在项目启动之前编制商业论证时，识别高层级的战略和运营假设条件与制约因素。这些假设条件与制约因素应纳入项目章程。项目管理计划是如何管理项目的制度和规定，不记录具体问题，B和D是项目管理计划。

73、 [单选] 在项目的最后一个星期，一场飓风导致影响项目的交付日期，项目经理应该怎么做？

In the last week of the project, a hurricane affected the delivery date of the project. What should the project manager do?

A：使用储备分析技术

Use reserve analytical techniques

B：更新风险登记册

Update risk register

C：提交变更请求

Submit a change request

D：将其报告给项目发起人

Report it to the project sponsor

正确答案：C 你的答案：D

解析：PMBOK（6）P457-11.7.3.2监督风险-变更请求。执行监督风险过程后，可能会就成本基准和进度基准或项目管理计划的其他组成部分提出变更请求，应该通过实施整体变更控制过程对变更请求进行审查和处理。变更请求可能包括：建议的纠正措施与预防措施，以处理当前整体项目风险级别或单个项目风险。批准的纠正措施/预防措施等应该被更新到风险登记册中，若不先进行变更，无法更新一份完善的风险登记册。这场飓风是没有应对策略，否则不会导致严重后果，因此没有储备分析，选A错误，先变更，再更新登记册，因为登记册中有应对策略，变更制定应对策略，再更新，所以选C比选B更合适。

74、 [单选] 项目执行6个月后，项目经理确定CPI为0.9，且趋势分析显示CPI呈下降趋势，项目经理下一步应该怎么做？

After the project was implemented for six months, the project manager determined that the CPI was 0.9, and the trend analysis showed that the CPI was declining. What should the project manager do next?

A：提交更改成本基准的变更请求

Submit a change request to change the cost baseline

B：请求额外的资源

Request additional resources

C：对项目进度赶工

Crash on project progress

D：使用管理储备

Use management reserve

正确答案：A 你的答案：C

解析：PMBOK（6）P269-7.4.3.3控制成本-变更请求。分析项目绩效后，可能会就成本基准和进度基准或项目管理计划的其他组成部分提出变更请求。应该通过实施整体变更控制过程对变更请求进行审查和处理。

75、 [单选] 一名积极参与产品规划的主管要求全部的可交付成果提高产量，该主管的权利利益水平分类是哪一项？

A supervisor who is actively involved in product planning requires all deliverables to increase production. What is the classification of the supervisor's rights and interests?

A：监督

Monitor

B：令其满意

Make it satisfied

C：紧密关注

Pay close attention

D：令其知悉

Make it known

正确答案：C 你的答案：C

解析：PMBOK（6）P512-13.1.2.4识别相关方-数据表现-权力利益方格。对权力大、利益大的相关方采取重点管理策略即紧密关注。

76、 [单选] 一家咨询公司主张，由于项目经理要求的报告不包含在原始范围内，所以会产生额外费用，项目经理应该怎么做？

A consulting firm claims that because the report required by the project manager is not included in the original scope, additional costs will be incurred. What should the project manager do?

A：报告发起人并审查项目范围，工作说明书和项目管理计划

Report it to the sponsor and review project scope, statement of work(SOW) and project management plan

B：接受该主张，然后更新范围，工作说明书和工作分解结构

Accept the claim, and then update the scope, statement of work(SOW)and work breakdown structure (WBS)

C：审查采购管理计划，查询合同报告和合同

Review the procurement management plan and query the contract report and contract

D：与该咨询公司开会，协商需要完成的额外工作，并提出变更请求

Meet with the consulting company to negotiate additional work that needs to be completed and make a change request

正确答案：C 你的答案：C

解析：PMBOK（6）P475-12.1.3.1规划采购管理-采购管理计划。包含要在采购过程中开展的各种活动。PMBOK（6）P489-12.2.3.2实施采购-协议。对双方都有约束力的协议，强制卖方提供规定的产品、服务或成果，强制买方向卖方支付相应的报酬。本题需要准确确定角色定位，项目经理指甲方的项目经理，咨询公司是供方即是乙方，乙方认为甲方的要求不在原始范围内，查看相应文档就可以确定。

77、 [单选] 项目经理在两个期限紧迫的项目之间轮替，尽管时间有限，但他决定从这两个项目中收集经验教训。项目经理应该如何收集经验教训？

The project manager needs to alternate between two projects with tight deadlines. Despite limited time, he decides to take lessons from these two projects. How should the project manager take lessons?

A：在每个项目完成时记录经验教训

Record lessons learned at the completion of each project

B：请求知识管理部门的帮助

Request help from the knowledge management department

C：存档项目会议的所有会议记录

Archive all project meeting records

D：从启动阶段开始，定期记录经验教训

Record lessons learned regularly from the start-up phase.

正确答案：D 你的答案：D

解析：PMBOK（6）P104-4.4.3.1管理项目知识-经验教训登记册。在项目早期创建，在整个项目期间可以作为很多过程的输入，也可以作为输出而不断更新。在项目或阶段结束时，把相关信息归入经验教训知识库，称为组织过程资产的一部分。

78、 [单选] 一个项目已经分包给宣布破产的供应商，项目经理遵循标准的行动，但是一名项目相关方质疑该行动是否恰当。项目经理应该跟该相关方分享什么文件？

A project has been sub-contracted to a supplier that declared bankruptcy. The project manager has followed the standard action, but a project stakeholder questioned whether the action was appropriate. What documents should the project manager share with the stakeholder?

A：风险登记册

Risk register

B：风险紧急评估

Risk emergency assessment

C：影响分析

Impact analysis

D：定量分析

Quantitative analysis

正确答案：A 你的答案：A

解析：PMBOK（6）P458-11.7.3.2监督风险-风险登记册。包括：已识别单个项目风险、风险责任人、商定的风险应对策略，以及具体应对措施。

79、 [单选] 一个产品开发项目的第一阶段已经完成，项目团队已经准备好移交给执行阶段的团队，在进入第二阶段之前，项目经理应该做什么？

The first phase of a product development project has been completed. The project team is ready to hand it over to the team during the implementation phase. What should the project manager do before entering the second phase?

A：请职能经理重新分配团队成员

Ask the functional manager to redistribute team members

B：召开经验教训会议

Hold a meeting on lessons learned

C：获得发起人的批准并通知相关方

Obtain the sponsor's approval and notify the stakeholders

D：获得可交付成果的正式验收

Obtain formal acceptance of the deliverables

正确答案：D 你的答案：D

解析：PMBOK（6）P123-4.7结束项目或阶段。项目或阶段行政收尾所需的必要活动包括：确认可交付成果已交付给客户并已获得客户的正式验收。

80、 [单选] 项目合同规定了专业资源，在审查项目范围时，项目经理和承包商确定采购小组应选择工料合同（T&M)，而不是固定总价合同（FFP），项目经理应该怎么做？

The project contract stipulates professional resources. While reviewing the project scope, the project manager and the contractor determine that the procurement team should select the Time and Material Contract (T&M) rather than the Firm Fixed Price Contract(FFP). What should the project manager do?

A：通知承包商合同不能变更，因为合同是具有约束力的法律文件

Notify the contractor that the contract cannot be changed because the contract is a binding legal document

B：寻求批准变更请求，修改合同

Seek approval for change request and modify the contract

C：执行偏差分析，作为控制成本过程的组成部分

Execute variance analysis as part of the cost control process

D：等待采购小组提出合同变更

Wait for the procurement team to raise contract change

正确答案：B 你的答案：B

解析：采购合同，可以通过变更请求，在合同规定的条款下或者双方协商变更合同。而且PM工作要积极主动，任何相关方都可以提变更请求。

81、 [单选] 作为一个大型组织中关键项目的组成部分，部门制造业务被外包给第三方，项目经理得知部门自己来执行将比预期更早到达且数量更多，项目经理下一步应该怎么做？

As part of a key project in a large organization, the department's manufacturing business was outsourced to a third party. The project manager learned that the department's execution would arrive earlier than expected and the number was greater. What should the project manager do next?

A：审查项目进度计划并快速跟进活动，以便尽早完成项目

Review the project schedule and fast track activities to complete the project as soon as possible

B：增加额外资源，尽早结束项目，并更新经验教训

Increase additional resources to complete the project as soon as possible and update lessons learned

C：审查采购管理计划来审查第三方的交付条款

Review the procurement management plan to review the delivery terms of the third party

D：审查成本和进度计划

Review costs and schedule

正确答案：D 你的答案：C

解析：首先需要审查外包行为是否可以满足成本和进度计划，如果不行，再做变更，如果可以满足项目需求，再收集其他信息决定是否要变更

82、 [单选] 一名项目经理负责领导一个复杂项目，该项目的相关方位于若干个国家，项目经理经常向某位团队成员询问项目信息，项目经理下一步应该怎么做？

A project manager is responsible for leading a complex project. The stakeholders of the project are located in several countries. The project manager often asks a team member for project information. What should the project manager do next?

A：查阅相关方登记册

Access to the stakeholder register

B：查阅项目管理信息系统（PMIS）

Check the project management information system (PMIS)

C：邀请高级管理层参与下次项目会议

Invite senior management to participate in the next project meeting

D：查阅沟通管理计划

Check the communication man agement plan

正确答案：D 你的答案：D

解析：PMBOK（6）P390-10.3.1.1监督沟通-项目管理计划-沟通管理计划。是关于及时收集、生成、和发布信息的现行计划，它确定了沟通过程中的团队成员、相关方和有关工作。

83、 [单选] 在项目收尾过程中，项目经理得知他们必须快速加入一个更高优先级的项目，这个新项目为公司带来每月200万的增量价值。项目经理应该怎么做？

In the closing process of the project, the project manager learned that they must quickly join a higher-priority project. The new project would bring the company an incremental value of $2 million per month. What should the project manager do?

A：关闭所有风险并转到新项目

Close all risks and transfer to the new project

B：将剩余任务委托给替代资源

Delegate the remaining tasks to alternative resources

C：确保所有项目相关文件均已存档

Ensure that all project-related documents have been archived

D：执行项目标杆对照

Execute project benchmarking

正确答案：C 你的答案：C

解析：PMBOK（6）P123-4.7结束项目或阶段。项目或阶段行政收尾所需的必要活动包括存档相关信息（关闭合同协议、完成项目工作）供未来使用。

84、 [单选] 一家公司具有一项变更控制委员会政策，规定其每月组织一次会议来评估和审查变更请求，一个项目正在执行过程中，由于时间表和目标较为激进，需要更快的响应时间。项目经理应该怎么做？

A company has a Change Control Board(CCB) policy that stipulates that a meeting should be organized once a month to evaluate and review change requests. A project is in the process of implementation, but due to tight schedule and radical goals, a faster response time is needed. What should the project manager do?

A：更新风险登记册，并通知相关方，CCB政策会阻止项目变更请求

Update the risk register and notify the stakeholders that the CCB policy will block the project change request

B：为该项目申请一个特殊程序，以便团队可以在假设CCB批准的情况下推动变更请求

Apply a special procedure for the project, so that the team can promote change request assuming CCB approval.

C：将该项目外包给一个不受CCB政策的外部合同，以便简化变更过程

Outsource the project to an external contract that is not subject to CCB policy to simplify the change process

D：对项目进行控制，以便在不影响关键路径的情况下延迟任何任务

Control the project to delay any task without affecting the critical path

正确答案：B 你的答案：A

解析：考察过程组：监控过程组-实施整体变更控制。用排除法。A，CCB政策是批准或者否决变更请求，不一定是阻止；C，变更控制对于项目来说是非常有意义的，直接外包也不妥当；D，时间表已经比较紧了，延迟任何任务与题干矛盾。综述所述，B较为合适，对于紧急情况，可以先变更，再获得批准。

85、 [单选] 项目经理在执行一个资源有限，期限严格的项目。引人入目的是，该项目目前落后于进度。德国的审查显示，一名资源被过度分配，项目经理下一步应该怎么做？

The project manager is implementing an attractive project with limited resources and strict deadlines. The project is currently lagging behind the schedule. The German review shows that a resource is over-allocated. What should the project manager do next?

A：重新分配来自另一个项目不必要的资源

Redistribute unnecessary resources from another project

B：为延迟的任务增加资源，并再次执行资源平衡

Increase resources for deferred tasks and execute resource leveling again

C：提出一项变更请求，以减少范围

Make a change request to reduce the scope

D：计算关键路径以确定对项目的影响，并重新分配资源

Calculate critical path to determine the impact on the project and redistribute resources

正确答案：D 你的答案：D

解析：PMBOK（6）P227-6.6.2.2控制进度-关键路径法。检查关键路径的进展情况有助于确定项目进度状态。关键路径上的偏差将对项目的结束日期产生直接影响。评估次关键路径上的活动进展情况，有助于识别进度风险。

86、 [单选] 一个软件开发项目的项目章程已经批准，项目经理召集会议准备项目管理计划，项目经理得知开发团队成员对他们的角色和职务感到困惑，项目经理应该事先做什么？

     The project charter of a software development project has been approved. The project manager called a meeting to develop the project management plan. The project manager learned that the development team members were confused about their roles and duties. What should the project manager do in advance?

A：创建一份相关方登记册

Create a stakeholder register

B：分享工作分解结构

Share the work breakdown structure (WBS)

C：审查沟通管理计划                                                        

Review the communication management plan

D：制定资源管理计划

Develop resources management plan

正确答案：D 你的答案：D

解析：PMBOK（6）P318-9.1.3.1规划资源管理-资源管理计划。包括角色与职责

87、 [单选] 项目经理得知一次定期项目团队会议上的沟通渠道中断，项目经理应该做什么来确保所有项目团队成员都同样了解项目情况？

The project manager was informed that the communication channel of a regular project team meeting was interrupted. What should the project manager do to ensure that all project team members can understand the project situation?

A：向所有团队成员发送会议记录

Send meeting minutes to all team members

B：询问会议参与者的感受

Inquire about the participants' feelings

C：重新计划一次具有适当沟通渠道的项目团队会议

Re-plan a project team meeting with appropriate communication channels

D：在问题日志中添加该信息

Add this information to the issue log

正确答案：C 你的答案：C

解析：沟通渠道中端，没有会议记录A错，B:渠道中断原因是参会者不愿意参加，判断不准确。D达不到沟通目的。只有C能确保所以选C

88、 [单选] 在月度项目状态会议上，项目经理得知当地政府宣布的资金问题可能影响项目，项目经理下一步应该怎么做？

At the monthly project status meeting, the project manager learned that the funding problem announced by the local government might affect the project. What should the project manager do next?

A：暂停项目，因为资金可能会削减或增强项目可交付成果

Suspend the project because funding may reduce or enhance project deliverables

B：将这条信息更新到风险登记中，并将其添加到下次风险会议的讨论议程中

Update this information to the risk register and add it to the discussion agenda of the next risk meeting

C：向项目发起人通知这个新机会，并提出一项变更请求

Inform the project sponsor of this new opportunity and make a change request

D：指定一名团队成员请求获得关于该资金的详细信息，以及需要采取哪些步骤才能获得资格

Appoint a team member to obtain detailed information about this funding and what steps need to be taken to be qualified

正确答案：B 你的答案：B

解析：识别到新风险，先更新风险登记册

89、 [单选] 根据风险管理计划，项目经理对一些项目风险执行减轻策略，然而，其中一项风险的概率和影响都提高了，且主要可交付成果可能会受到损害.项目经理应该如何解决并沟通这种情况对项目的影响呢？

According to the risk management plan, the project manager implemented mitigation strategies for some project risks. However, the probability and impact of one risk increased, and the major deliverables may be damaged. How should the project manager solve and communicate the impact of this situation on the project?

A：在项目状态报告中包含这种情况

Include this situation in the project status report

B：定义减轻或消除该风险的对策，并与相关方沟通这种情况

Define countermeasures to mitigate or eliminate this risk and communicate it with stakeholders

C：更新项目基准，以反映该风险的影响

Update project baseline to reflect the impact of the risk

D：更新风险管理计划并签发变更请求，从项目中删除这些可交付成果

Update risk management plan and issue a change request to remove these deliverables from the project

正确答案：B 你的答案：B

解析：PMBOK（6）P458-11.7.3.4监督风险-风险登记册。更新风险登记册，记录在监督风险过程中产生的关于单个项目风险的信息，可能包括添加新风险、更新已过时的风险或已发生风险，以及更新风险应对措施等。PMBOK（6）P448-11.5.3.3规划风险应对-风险登记册。包括由实施风险应对措施而直接导致的次生风险。本题因为减轻策略的实施导致的项目风险，需制定次生风险的应对策略。

90、 [单选] 对一个关键项目的要求是产品的持续可追溯性，质量团队建议在制造过程中的每个步骤创建检查点。然而，这些检查点耗费了宝贵的时间和资源。项目经理应执行什么类型的分析来确定适当的检查点数量？

The requirement for a critical project is the continuous traceability of the product, and the quality team recommends creating checkpoints at each step of the manufacturing process. However, these checkpoints consume valuable time and resources. What type of analysis should the project manager perform to determine the appropriate number of checkpoints?

A：备选方案分析

Alternative analysis

B：成本效益分析

Cost-benefit analysis

C：帕累托图

Pareto chart

D：石川图

Ishikawa map

正确答案：B 你的答案：C

解析：检查点太少，会导致外部失败；太多，会影响成本。找最佳平衡点，要使用成本效益分析，找到即保证质量，又不浪费成本的临界点。

91、 [单选] 项目经理加入一个设计阶段接近完成的项目，虽然客户已经批准所有设计图，但项目经理发现最终设计中包含了多项客户变更，这些变更尚未经过审核和批准。项目经理下一步应该怎么做？

The project manager joined a project whose design was close to completion. Although the customer has approved all the design drawings, the project manager found that the final design contained several customer changes that had not yet been reviewed and approved. What should the project manager do next?

A：向客户提交变更请求以记录这些变更

Submit a change request to the customer to record these changes

B：实施整体变更控制流程

Perform integrated change control process

C：与客户一起回顾变更管理计划

Review the change management plan with the customer

D：停止所有工作以减轻变更对成本、时间和质量的影响

Stop all work to reduce the impact of these changes on cost, time and quality

正确答案：B 你的答案：B

解析：PMBOK（6）P113-4.6实施整体变更控制。审查所有变更请求、批准变更，管理对可交付成果、项目文件和项目管理计划的变更，并对变更处理结果进行沟通。

92、 [单选] 一位经验丰富的主题专家（SME）非常擅长工作，但缺乏与团队其他成员分享交流技能，这造成了沟通落差，延误任务，项目经理应该怎么做？

An experienced subject matter expert (SME) is very good at his work, but he lacks the skills to share and communicate with other team members. This results in a gap in communication and delays in tasks. What should the project manager do?

A：确保项目会议提供重要的信息，包括正面和负面的信息，可用于讨论

Ensure that the important information provided by project meetings can be used in discussion

B：与该主题专家会面，以获得重要信息，然后传达给团队的其他成员

Meet with this subject matter expert to get important information and then communicate it to other team members

C：安排该主题专家参加沟通课程来提高技能，有助于积极地支持团队

Arrange the subject matter expert to participate in communication courses to improve his skills and help him actively support the team

D：寻找能够更好地将其想法传达给团队的另一位经验丰富的资源

Find another experienced resource that can better communicate his or her ideas to the team

正确答案：C 你的答案：C

解析：PMBOK（6）P342-9.4.2.6建设团队-培训。旨在提高项目团队从成员能力的全部活动，可以是正式或非正式的。

93、 [单选] 在项目进行阶段，批准了一项监管法律，责令立即遵守，该项法律将影响项目的范围、进度和成本。项目经理首先应该做什么？

At the stage of project implementation, a regulatory law was approved and immediate compliance was ordered. The law will affect the scope, progress and costs of the project. What should the project manager do first?

A：减轻风险

Reduce risks

B：更新项目管理计划

Update project management plan

C：上报高级管理层

Report to senior management

D：启动变更请求过程

Start the change request process

正确答案：D 你的答案：D

解析：PMBOK（6）P113-4.6实施整体变更控制。审查所有变更请求、批准变更，管理对可交付成果、项目文件和项目管理计划的变更，并对变更处理结果进行沟通。

94、 [单选] 项目已完成并获得客户批准，IT部门计划对项目进行不定期审计。项目经理应该怎么做？

The project has been completed and approved by the customer. The IT department plans to conduct an unscheduled audit on the project. What should the project manager do?

A：请求审查IT部门的质量保证政策

Request to review IT department's quality assurance policy

B：告知项目发起人IT审计不是质量管理计划的一部分

Inform the project sponsor that the IT audit is not part of the quality management plan

C：审查公司政策并通知涉及项目的相关方

Review the company's policies and notify the project stakeholders

D：允许审计，因为可以为项目提供更多价值

Allow auditing, because it can provide more value to the project

正确答案：D 你的答案：C

解析：考察审计的意义；项目审计对公司与未来项目有价值，PM应该允许

95、 [单选] 一家连锁店的项目经理目前正考虑在地点A或地点B开一间新店。项目经理给出以下信息：项目地点A：投资回报期为18个月，净现值为-250。项目地点B：投资回报期为24个月，净现值为300。项目经理将会向选择委员会推荐哪个项目？

The project manager of chain of stores is considering opening a new store in either location A or location B. The project manager delivered the following information. Project location A: payback period is 18 months, NPV is -250. Project location B: payback period is 24 months, NPV is 300. Which project would be recommended to the selection committee by the project manager?

A：项目地点A，因为投资回报期比项目地点B短

Project location A, because the payback period is shorter than the payback for project location B

B：项目地点B，因为净现值为正数

Project location B, because it’s NPV is a positive number

C：项目地点A，因为净现值为负数

Project location A, because it’s NPV is a negative number

D：项目地点B，因为投资回报期比项目地点A长

Project location B, because it’s payback period is greater than the payback period

正确答案：B 你的答案：B

解析：PMBOK（6）P34-1.2.6.4项目成功标准。财务测量指标：净现值、投资回报率、内部报酬率、回收期、效益成本比。项目选择原则：选择财务动态指标。

96、 [单选] 项目需要一名熟练的工程师来执行某个特定任务，但由于工作量大，该工程师不能参与这个项目，项目经理下一步应该怎么做？

The project requires a skilled engineer to perform a specific task, but because of the heavy workload, the engineer could not participate in this project. What should the project manager do next?

A：修改进度计划，以适应该资源

Modify the schedule to accommodate this resource

B：与职能经理谈判该资源的参与

Negotiate with the functional manager about the participation of this resource

C：培训项目团队去执行需要的活动

Train the project team to perform the required activities

D：向发起人请求更多时间去寻找另一名资源执行该任务

Ask the sponsor for more time to find another resource to perform this task

正确答案：B 你的答案：B

解析：PMBOK第六版9.3中提到，内部资源由职能经理负责分配。

97、 [单选] 一个项目涉及位于全球各地的团队成员，产生了许多不同意见，新项目经理通过成功协助团队协作和问题解决提高生产力。项目经理使用的是什么工具或技术？

A project involves team members from all over the world and has generated many different opinions. The new project manager increases productivity by successfully assisting teamwork and problem solving. What tool or technology should the project manager use?

A：冲突管理

Conflict management

B：沟通模型

Communication model

C：整体决策技术

Overall decision-making techniques

D：虚拟团队

Virtual team

正确答案：A 你的答案：A

解析：参见PMBOK9.4.2.4 冲突管理。

98、 [单选] 在项目执行过程中，一位相关方要求一名团队成员执行与项目无关的紧急任务，团队成员执行了该请求，导致其项目相关活动延后，项目经理在一次状态报告会上得知这一情况，项目经理应该怎么做？

In the execution of the project, a stakeholder required a team member to perform emergency tasks that were unrelated to the project. The team member executed the request, resulting in delays in project-related activities. The project manager learned this at a status report meeting. What should the project manager do?

A：要求该团队成员加班去弥补损失的时间

Ask the team member to work overtime to make up for the loss

B：通知相关方预期交付期限无法满足

Notify the stakeholder that the expected delivery deadline cannot be met

C：强调遵循沟通管理计划的重要性

Emphasize the importance of following the communication management plan

D：建议重新规划项目活动

Recommend to re-plan project activities

正确答案：D 你的答案：C

解析：其相关活动延后的情况已经发生，目前能做的只是重新规划项目活动，力争按时交付项目。

99、 [单选] 在项目启动阶段，项目经理审查了经验教训知识库，项目经理得知，之前有一个项目因蔓延而失败，这个项目无法负担额外的时间和预算。为避免项目失败，项目经理应该怎么做？

In the project initiation phase, the project manager reviewed the lessons learned repository. The project manager learned that there was a project that had previously failed because of the spread. This project cannot afford additional time and budget. What should the project manager do to avoid project failure?

A：拒绝所有超出范围的变更请求

Reject all out-of-range change requests

B：管理关键相关方的期望

Manage key stakeholders' expectations

C：将该信息升级上报给发起人

Report the information upgrade to the sponsor

D：包含严格和正式的过程批准变更

Include strict and formal process approval changes

正确答案：D 你的答案：D

解析：范围蔓延指的是未经控制的产品或项目范围的扩大。所以需要在本项目中通过严格和正式的过程批准变更以避免项目蔓延。

100、 [单选] 如果任务B有12天的自由时差，而且有24天的总时差。假设其最早开始日期被推迟26天，那么项目的完工日期将会受到什么影响？

If the Free Float of task B. is 12 days and the Total Float is 24 days. Suppose that the very beginning date is postponed for 26 days, what effects would be made for the program's completed date?

A：该任务将不再位于关键路径上

this task would not be located superior to the critical path

B：紧后活动的开始日期将被延后14天

the beginning date of the immediately following schedule activities would be postponed 14 days

C：项目的完工日期将会延后2天

the completed date of the program would be postponed 2 days

D：B和C

B&C

正确答案：C 你的答案：B

解析：建议做此题时画一个草图。题干无法判断是否在关键路经中，故A选项不对。做题时注意审题，题目问的是完工日期。

作者：小燕_lillian

链接：https://www.jianshu.com/p/19378f0419ad

来源：简书

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