PMP(第六版)模拟题50题

1.An organization’s lessons learned database indicates that past major project issues have been quality failures.The project manager decides to be more thorough when developing a quality management process.
What should the project manager do to ensure quality?

A.Develop a quality management plan based on the project’s scope and requirements.

B.Incorporate all quality control processes in the project.

C.Include all lessons learned from past projects in the project checklist.

D.Add a new risk to the risk register.

1.一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。项目经理在制定质量管理过程时决定做得更彻底。为确保质量，项目经理应该怎么做？

A.根据项目的范围和需求制定质量管理计划。

B.将所有质量控制过程纳入项目中。

C.在项目核对单中包含来自过往项目的所有经验教训。

D.在风险登记册中添加一个新风险。

2.A customer identifies performance issues on a newly implemented product.What category of cost of quality (COQ) should the project manager have used to estimate this cost?

A.Prevention costs

B.External failure costs

C.Appraisal costs

D.Internal failure costs

2.客户识别到一个新实施产品的性能问题。项目经理应使用哪一个质量成本（COQ） 类别来估算这项成本？

A.预防成本

B.外部失败成本

C.评估成本

D.内部失败成本

3.During project execution, the project manager determines that communications fail to comply with the communications management plan.What should the project manager do?

A.Practice structured informal communications as part of key project milestones.

B.Have team members to the communications management plan.

C.Have team members review the project management plan.

D.Inform stakeholders that all information received is not part of the communications management plan.

3.在项目执行期间，项目经理确定沟通与沟通管理计划不符。项目经理应该怎么做？

A.实施有组织的非正式沟通，作为重要项目里程碑的一部分。

B.团队成员查阅沟通管理计划。

C.让团队成员审查项目管理计划。

D.通知相关方，收到的所有信息不属于沟通管理计划的一部分。

4.A team member notifies the project manager of an issue that has the potential of disrupting the project.The project manager adds the issue log, and the team to find a resolution.What should the project manager do next?

A.Update the risk register.

B.Revise the project management plan.

C.Identify the appropriate risk response.

D.Inform the stakeholders.

4.一位团队成员通知项目经理有一个问题可能会破坏项目。项目经理将该问题添加到问题日志中，并要求团队找到解决方案。项目经理下一步应该怎么做？

A.更新风险登记册

B.修订项目管理计划

C.确定适当的风险应对

D.通知相关方

5.As per the risk management plan, a project manager conducts mitigation strategies for some project risk.However, one risk has increased its probability and impact, and key deliverables could be compromised.

A.Include this situation in the project status report.

B.Define countermeasures to mitigate or remove the risk and communicate the situation to the stakeholders.

C.Update the project baseline to reflect the impact of this risk.

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

5.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，其中一项风险的发生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？

A.在项目状态报告中包含这种情况。

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。

C.更新项目基准，以反映该风险的影响。

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。

6.A team member is unclear about the project manager’s primary responsibilities and authority level.What document can help the team member understand this?

A.Project charter

B.Project management plan

C.Organizational structure

D.Project resource management plan

6.一名团队成员不清楚项目经理的主要职责和职权级别，哪一份文件可以帮助团队成员了解这一点？

A.项目章程

B.项目管理计划

C.组织结构

D.项目资源管理计划

7.A project has spent US$3.5million, and US$4million in work is now complete.The planned (PV) of the project is US$8 million.A subject matter expert (SME) estimates that an additional US$6 million is needed to complete the project.The technical approach to complete the project is no longer valid.
What is the current estimate at completion (EAC)?

A.US$8 million B.US$9.5 million

C.US$10 million D.US$11.5 million

7.一个项目已经支出 350 万美元，现在已经完成 400 万元美元的工作。该项目的计划价值（PV）为 800 万美元。主题专家（SME）估算还需要 600 万美元来完成该项目。完成该项目的技术方法不再有效。当前的完工估算（EAC）是多少？

A.800 万美元

B.950 万美元

C.1000 万美元

D.1150 万美元

8.While preparing the work breakdown structure (WBS), the project manager identifies that there may be cost overruns.What tool or technique should the project manager use to obtain a three-point estimate?

A.Stakeholder interviews

B.Sensitivity analysis

C.Risk analysis

D.Quantitative analysis

8.在准备工作分解结构（WBS）时，项目经理识别到可能存在成本超支。项目经理应使用什么工具或技术来获得三点估算？

A.项目相关方访谈

B.敏感性分析

C.风险分析

D.定量分析

9.A project to build monthly reports involves two teams.Team X works on the back-end database, and team Y works on the front end that will build the reports’ user interface.The project manager asks for representatives from both teams to be subject matter experts (SMEs) at the
requirements gathering process.One of the SMEs is widely respected figure in the field, and the project manager is worried about possible bias.What tool or technique should the project manager use?

A.Delphi technique

B.Multi-criteria decision analysis

C.Ishikawa diagram

D.Brainstorming

9.一个构建月度报告的项目涉及两个团队。团队 X 从事后端数据库的工作，团队 Y 从事构建报告的用户界面前端工作。项目经理要求两个团队的代表在需求收集过程中担任主题专家（SMEs），其中一位主题专家是该领域广受尊敬的人物，项目经理担心可能出现偏差。项目经理应使用什么工具或技术？

A.德尔菲技术

B.多标准决策分析

C. 石川图

D.头脑风暴

10.For a long-term infrastructure project, the project manager must acquire suppliers with the lowest possible risk due to the global business climate.What type of contract should the project manager use?

A.Firm fixed price (FFP)

B.Cost plus fixed fee (CPFF)

C.Fixed price incentive fee (FPIF)

D.Fixed price with economic price adjustment (FP-EPA)

10.对于一个长期的基础设施项目，由于全球商业环境，项目经理必须获得风险最小的 供应商。项目经理应该使用什么合同类型？

A.固定总价合同（FFP）

B.成本加固定费用合同（CPFF）

C.总价加激励费用合同（FPIF）

D. 总价加经济价格调整合同（FP-EPA）

11.A project manager finds several inconsistencies between project deliverables and sponsor expectations.To ensure alignment, what should the project manager develop?

A.Risk register

B.Stakeholder management plan

C.Communications management plan

D.Work breakdown structure (WBS)

11.项目经理发现项目可交付成果与发起人期望之间存在若干不一致之处，为确保一致，项目经理应该制定下列哪一项？

A.风险登记册

B.相关方参与计划

C.沟通管理计划

D.工作分解结构（WBS）

12.A Project management is alternating between two projects with tight deadlines.They aredetermined to collect lessons learned from both projects, despite having limited time do so.How should the project manager collect the lessons learned?

A.Document them as each project finishes.

B.Request assistance from the knowledge management department.

C.Archive all minutes from project meetings.

D.Document them routinely, starting from the initiation phase.

12.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。项目经理应如何收集经验教训？

A.在每个项目完成时记录经验教训。

B.请求知识管理部门的帮助。

C.存档项目会议的所有会议记录。

D.从启动阶段开始，定期记录经验教训。

13.In a matrix organization, the appraisal ratings have just been communicated, One of the team members received an unexpected low performance rating.This team member is now unmotivated, which impacts project work.
What should the project manager have done to avoid this?

A.Negotiated the ratings with the functional manager

B.Evaluated the team collaboratively with the functional manager

C.Performance the entire evaluation for the functional manager

D.Allowed the functional manager to be solely responsible for evaluating the team

13.在矩阵型组织中，刚刚传达了评价级别。其中一位团队成员获得了意想不到的低绩 效评价，这位团队成员现在失去动力，影响到项目工作。若要避免这个问题，项目经理应该 事先做什么？

A.与职能经理协商评价等级

B.与职能经理协作对团队进行评价

C.为职能经理执行整体性评价

D.允许职能经理全权负责团队评价

14.A highway construction project is on schedule and within budget.The project manager has just learned that an unforeseen mineral reserve has been discovered on the site.This will require that the highway is diverted, which win displace neighborhoods.What project management tools or skills will the project manager need to handle this?

A.Good personal relations with the local authorities

B.Conflict management and negotiation

C.Scope creep management

D.Understanding of industry practices

14.一个高速公路建设项目按时、按预算执行。项目经理刚刚得知现场发现了一个不可预见的矿藏，这将要求高速公路改道，而改道将需要转移附近居民。项目经理将需要哪一项工具或技能来处理这个问题？

A.与当地政府机构的良好个人关系

B.冲突管理和谈判

C.范围蔓延管理

D.理解行业实践

15.After a projects kick-off meeting, some department managers believe that their needs failed to be addressed and now refuse to participate in the project.What should the project manager have prepared prior to this meeting?

A.Requirements traceability matrix

B.Stakeholder analysis

C.Risk analysis

D.Communication requirements analysis

15.在项目启动大会后，一些部门经理认为他们的需求没有得到解决，现在拒绝参与项目。在这次会议之前项目经理应该准备什么？

A.需求跟踪矩库

B.相关方分析

C.风险分析

D.沟通需求分析

16.A project requires a skilled engineer to perform a specific task.However, due to high workloads, the engineer cannot participate in the project.What should the project manager do next?

A.Modify the schedule to accommodate the resource.

B.Negotiate with the functional manager for the resource’s participation.

C.Train someone on the project team to perform the needed activity.

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

16.项目需要一位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？

A.修改进度计划，以适应该资源

B.与职能经理协商该资源的参与

C.培训项目团队中的某个成员来执行所需的活动

D.要求发起人提供更多的时间来寻找其他资源来执行任务

17.During project execution, a functional manager identifies a new internal risk about the outsourcing team.The functional manager asks the project manager for a fast solution that will not negatively impact the project.
What should the project manager do?

A.Develop a risk breakdown structure (RBS).

B.Assess the risk in terms of severity of impact.

C.Implement the risk strategy.

D.Use the change management plan.

17.在项目执行过程中，职能经理识别到有关外包团队的新内部风险，职能经理要求项 目经理提供一个不会对项目产生负面影响的快速解决方案。项目经理应该怎么做?

A.制定风险分解结构（RBS）

B.根据影响的严重程度来评估风险

C.实施风险策略

D.使用变更管理计划

18.A team member is eager to add new features being considered by the customer to the project deliverable.Before beginning work on these new features, whose approval is required?

A.Project manage

B.Change control board (CCB)

C.Project sponsor

D.Subject matter expert (SME)

18.一名团队成员急于将客户正在考虑的新功能添加到项目可交付成果中。在开始为这 些新功能工作之前，需要谁的批准？

A.项目经理

B.变更控制委员会（CCB）

C.项目发起人

D.主题专家（SME）

19.A project manager discovers that the company s quality assurance (QA) department may have insufficient staff to test the project’s product per the contractual schedule.What should the project manager do first?

A.Review the issue log.

B.Update the risk register.

C.Cancel some non-critical tests.

D.Compress the schedule.

19.项目经理发现公司的质量保证（OA）部门可能没有足够的人员根据合同约定的进度计划测试项目产品。项目经理首先应该怎么做？

A.审查问题日志

B.更新风险登记册

C.取消一些非关键测试

D.压缩进度计划

20.A project manager is running an IT outsourcing project in another country.The customer complains that the remote team is failing to meet their quality standards.What document should the project manager reference to confirm this?

A.Outsourcing company’s quality policy

B.Quality control measurements

C.Procurement statement of work (SOW)

D.Quality management plan

20.项目经理正在另一个国家执行一个 IT 外包项目，客户抱怨说远程团队没有达到他们的质量标准。项目经理应该查阅哪一份文件来确认这一点？

A.外包公司的质量政策

B.质量控制测量结果

C.采购工作说明书（SOW）

D.质量管理计划

21.A project is unable to assign a subject matter expert (SME).The team is concerned that due to the absence of an SME, incorrect assumptions will lead to rework.What should the project manager do?

A.Update the risk register and escalate the constraint to the human resource manager.

B.Update work performance reports and update the risk register.

C.Determine if an alternate source for an SME is available.

D.Add a contingency reserve for SME tasks.

21.项目不能分配一名主题专家（SME）。由于缺少主题专家，团队担心不正确的假设将导致返工。项目经理应该怎么做？

A.更新风险登记册并将该制约因素升级上报给人力资源经理。

B.更新工作绩效报告并更新风险登记册。

C.确定是否有可用的主题专家替代。

D.为主题专家的任务增加应急储备。

22.One requirement of a critical project is the continuous traceability of the product.The quality team proposes creating inspection points at every step of the manufacturing process.However, these inspection points use valuable time and resource.What type of analysis should the project manager perform to determine the appropriate number of inspection points?

A.Alternative

B.Cost-benefit

C.Pareto diagram

D.Ishikawa diagram

22.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？

A.备选方案分析

B.成本效益分析

C.帕累托图

D.石川图

23.A company has a change control board (CCB) policy that specifies it will hold monthly meetings to evaluate and review change requests.A project is being executed that require faster response times due to an aggressive timeline and goals.What should the project manager do?

A.Update the risk register, and notify stakeholders that the CCB policy will prevent project change requests.

B.Request a special procedure for the project so that the team can push change requests assuming CCB approval.

C.Outsource the project to an external company not bound by the CCB policy to allow for a more streamlined change process.

D.Plan the project so that any task can be delayed without affecting the critical path.

23.一家公司具有一项变更控制委员会（CCB）政策，规定其每月举行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.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。

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。

C.将该项目外包给一家不受 CCB 政策约束的外部公司，以便简化变更过程。

D.对项目进行规划，以便可以在不影响关键路径的情况下延迟任何任务。

24.To keep up with new technologies and manage stakeholders, the project manager wants to use social media as part of project communications.What should the project manager do?

A.Add it as a security issue.

B.Restrict user usage to follow team ground rules.

C.Include it in the communications management plan.

D.Allow open access to project information.

24.为了跟上新技术和管理相关方，项目经理希望将社交媒体作为项目沟通的组成部分。项目经理应该怎么做？

A.将其添加为一个安全问题

B.限制用户使用，以遵循团队基本规则

C.将其包含在沟通管理计划中

D.允许公开访问项目信息

25.A project sponsor creating a project charter requires cost estimates for include work.Since many similar projects have already been completed by the organization, the sponsor asks the project manager for help.
What should the project manager use to create appropriate estimates?

A.Rough order of magnitude (ROM)

B.Bottom-up estimating

C.Analogous estimating

D.Expert judgment

25.创建项目章程的项目发起人需要已包含工作的成本估算。由于组织已经完成许多类似的项目，发起人寻求项目经理的帮助。项目经理应该使用什么来创建适合的估算？

A.粗略量级估算（ROM）

B.自下而上估算

C.类比估算

D.专家判断

26.During an event to celebrate successful project completion, the project team enjoys interacting and exchanging project execution stories.What stage of the Tuckman ladder does this describe?

A.Storming

B.Adjourning

C.Performing

D.Norming

26.在庆祝成功完成项目的活动中，项目团队喜欢互动和交流项目执行的故事。这描述的是塔克曼阶梯的什么阶段？

A.震荡阶段

B.解散阶段

C.成熟阶段

D.规范阶段

27.A key stakeholder threatens to sue an IT contractor because critical functionality fails as expected.The contractor believes that they fulfilled the contract as agreed.What document should the project manager review before taking action?

A.Quality management plan

B.Requirements traceability matrix

C.Project scope statement

D.Acceptance criteria

27.一位关键相关方威胁起诉一个 IT 承包商，因为关键功能无法按预期执行。承包商认为他们已经按约定履行了合同。在采取行动之前，项目经理应该审查哪些文件?

A.质量管理计划

B.需求跟踪矩阵

C.项目范围说明书

D.验收标准

28.The client flies for bankruptcy, and the project is closed prior to completion.What should the project manager include first in the final project report?

A.Lessons learned

B.The documented transfer of unfinished deliverables to an operations group

C.Project performance reports

D.The cause of project termination

28.客户申请破产，项目在完工前结束。项目经理应首先在最终项目报告中包含什么文件？

A.经验教训

B.将未完成的可交付成果文件转移给运营小组

C.项目绩效报告

D.项目终止原因

29.A project manager discovers that some deliverables fall to meet agreed-upon quality standards.What can be used to avoid this in the future?
A.Flowcharts

B.Quality checklists

C.Quality management and controls

D.Cause-and-effect diagrams

29.项目经理发现一些可交付成果未能达到约定的质量标准，若要在将来避免发生这个问题，可以使用以下哪一项？

A.流程图

B.质量核对单

C.质量管理和控制

D.因果图

30.During project execution, a project manager evaluates a customer request to add more quality checks.Since some product defects were detected in preliminary tests, the product manager agrees.However, the Project team is unconvinced that this will help to achieve project goals.What should the project manager do to assure quality?

A.Modify the scope management plan

B.Analyze work performance information

C.Use the basic quality tools

D.Update the quality management plan

30.在项目执行过程中，项目经理评估客户添加更多质量检查请求。由于在初步测试中发现了一些产品缺陷，产品经理对此表示赞同。然而，项目团队却不认为这将有助于实现项目目标。为确保质量，项目经理应怎么做。

A.修订范围管理计划。

B.分析工作绩效信息。

C.使用基本质量工具。

D.更新质量管理计划。

31.A project manager leads a complex project with stakeholders located in several countries.The project manager learns that a senior manager asked a team member for project information.What should the project manager do next?

A.Refer to the stakeholder register.

B.Review the project management information system (PMIS).

C.Invite the senior manager to the next project meeting.

D.Review the communications management plan.

31.一位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。项目经理得知一位高级经理向某个项目团队成员询问项目信息。项目经理下一步应该怎么做？

A.查阅相关方登记册

B.审查项目管理信息系统（PMIS）

C.邀请该高级经理参加下一次项目会议

D.审查沟通管理计划

32.A project manager learns that,due to supplier delays,task I should start 10 days after the start of task H.The project manager produces a network diagram where each task has a three-day duration,and re-evaluates the critical path.What is the new critical path?

A.H-I-J

B.A-B-C-D-E

C.H-F-G

D.H-C-D-E

32.项目经理得知，由于供应商的延误，任务Ⅰ应该在任务 H 开始 10 天后开始。项目经理生成一个网络图，其中每个任务有三天的持续时间，并重新评估关键路径。
新的关键路径是什么？

A.H-I-J

B.A-B-C-D-E

C.H-F-G

D.H-C-D-E

33.To reduce a project’s cost of quality (COQ) and to increase the chance of customer product acceptances quality audit is needed.What is required for a quality audit?

A.Quality management plan and quality metrics

B.Process analysis

C.Quality management plan and quality checklists

D.Process decision program chart (PDPC)

33.为了降低项目的质量成本（COQ）并增加验收产品的几率，需要进行质量审计。质量审计需要什么？
A.质量管理计划和质量测量指标

B.过程分析

C.质量管理计划和质量核对单

D. 过程决策程序平图（PDPC）

34.While prepaeing for a project management plan presentation, some department management managers express uncertainty about the plan’s direction and scope.What should the project manager do?

A.Update the project risk register and ensure that the project stays on plan.

B.Perform a stakeholder analysis to obtain consensus on the plan.

C.Seek support from the project sponsor for project plan approval.

D.Initiate a change request to update the project scope to meet stakeholder expectations.

34.在准备演示项目管理计划时，一些部门经理对该计划的方向和范围表示不确定，项目经理应该怎么做？

A.更新项目风险登记册并确保项目按计划进行。

B.执行相关方分析以获得对该计划的共识。

C.寻求项目发起人对批准项目计划的支持。

D.提出变更请求，更新项目范围，以满足相关方的期望。

35.A work product is nearly due for release.The project manager and team know that the work product features fail to meet the requirements The client has committed to making a fully functional product available on the planned date.What should the project manager do after documenting this?

A.Fix it during user acceptance testing

B.Obtain additional resource expertise

C.Inform the customer and sponsor

D.Negotiate with the customer for additional time

35.一件工作产品即将到发布期限，项目经理和团队得知该工作产品的功能不能满足要求。客户已经承诺在计划日期提供功能齐全的产品。在记录这个问题后，项目经理应该怎么做？

A.在用户验收测试期间解决该问题

B.获得额外的资源专业知识

C.通知客户和发起人

D.与客户协商获得额外的时间

36.A project management office (PMO) manager reviews the project dashboard and discovers that one of the projects has a schedule performance index (SPI) of 0.5 and a cost performance index (CPI) of 0.3.
What project document should contain the reason for this?

A.Actual cost report

B.Earned value management (EVW) report

C.Updated project Gantt chart

D.Issue log

36.项目管理办公室（PMO）的经理审查项目状态指示图，发现其中一个项目的进度绩效指数（SPI）为 0.5，成本绩效指数（CPI）为 0.3。哪一份项目文件应该包含这个问题的原因？

A.实际成本报告

B.挣值管理（EVM）报告

C.更新的项目甘特图

D.问题日志

37.A project manager needs to acquire team members from various functional managers.

A.Resource calendars

B.Negotiation

C.Acquisition

D.Skill mapping

37.项目经理需要从不同职能经理处招募团队成员，项目经理应使用什么？

A.资源日历

B.协商

C.募集

D.技能图

38.A project manager is confronted by a steering committee composed of two joint venture partners with opposing priorities.One partner wants a tighter schedule, the second partner wants superior quality and will accept a longer schedule.What should the project manager do to address this conflict?

A.Incorporate the conflict as a risk in the risk management plan

B.Update the issue log and monitor the resolution of the conflict

C.Initiate a new scope definition and negotiate with all project stakeholders

D.Include the issue in the quality management plan

38.项目经理面对一个由两个合资企业组成的指导委员会，他们拥有对立的优先级。一个伙伴希望加快进度；而第二个合作伙伴想要高质量，并且愿意接受更长时间的进度。若要解决这个冲突，项目经理应该怎么做？

A.将该冲突作为一项风险纳入风险管理计划中

B.更新问题日志并监督该冲突的解决方案

C.启动一个新的范围定义，并与所有项目相关方进行协商

D.将该问题包含在质量管理计划中

39.A Project manager receives an update from a manufacturing vendor that a necessary equipment repair could result in an eight-week delay of their deliverable.What should the project manager do?

A.Determine the critical path

B.Implement the communications management plan.

C.Conduct a what-if scenario analysis.

D.Crash the project schedule

39.项目经理从制造商那里收到一个更新信息，说一个必要的设备修理可能会导致他们的可交付成果迟八周时间。项目经理应该怎么做？

A.确定关键路径

B.实施沟通管理计划

C.执行假设情景分析

D.对项目进度赶工

40.A computer replacement project is delayed by two weeks because the team discovered quality issues with some components.What should the project manager do next?

A.Submit a change request

B.Reschedule the project

C.Update the project management plan

D.Cancel the project

40.一个计算机更换项目延迟了两周时间，因为团队发现一些组件存在质量问题。项目经理下一步应该怎么做？

A.提交变更请求

B.重定项目进度计划

C.更新项目管理计划

D.取消项目

41.A company hires a new project manager for a small, high-profile project.If successful, this project will lead to additional work for the company.An effective closeout process will be a critical factor for success.What deliverable must the project manager produce to ensure success?

A.Acceptance document

B.Reserve analysis

C.Schedule reports

D.Procurement audits

41.公司请一名新项目经理来管理一个小型高端项目。如果这个项目成功，将会为公司带来额外的工作。有效的收尾过程将是项目成功的关键因素。为确保成功，项目经理必须产生什么可交付成果？

A.验收文件

B.储备分析

C.进度报告

D.采购审计

42.During design discussions with the customer, a required functionality is identified as obsolete.The customer’s project manager agrees that it can be removed from the project scope.What should the project manager do next?

A.Remove the item from the project scope

B.Follow the formal change management process

C.Review the change with the project sponsor

D.Modify the critical path

42.在与客户进行设计讨论期间，一个所需的功能被认定为过时。客户的项目经理同意 可以将其从项目范围中删除。项目经理下一步应该怎么做？

A.从项目范围中删除这一项

B.遵循正式的变更管理过程

C.与项目发起人一起审查变更

D.修改关键路径

43.A project manager completes plans for a project and submits all documents for approval.No time is allocated for delays in approvals.What should the project manager have done to address this potential risk?

A.Selected a risk owner and incorporated owner-identified actions into the planning documents

B.Shared this potential risk information with the project stakeholders to accelerate approvals

C.Planned specific actions, including primary and backup strategies, and chosen a risk owner

D.Started the project in advance to avoid impacting the schedule

43.项目经理完成项目计划并提交所有文件以供审批，没有分配延迟审批的时间。若要解决这个潜在风险，项目经理应该事先做什么？

A.选择一名风险责任人并将该责任人确定的行动纳入计划文件中

B.与项目相关方分享这个潜在风险信息，以加快审批

C.计划具体的行动，包括主要和备用策略，并选择一名风险责任人

D.提前启动项目，以避免影响进度

44.Project team members are used to performing changes outside of the established change control process.In a team meeting, another change request was issued to the company board of directors.
What should the project manager do?

A.Accept the change request and continue to manage the project to meet its requirements and schedule

B.Notify the requester that the change should be handled through the change control process

C.Conduct a team-building session and hope that the team gets back on track after all the changes

D.Ask the project sponsor for details about changes and project performance

44.项目团队成员习惯于在制定好的变更控制过程之外进行变更。在一次团队会议上,向公司董事会发出另一个变更请求。项目经理应该怎么做？

A.接受该变更请求，并继续管理项目以满足其要求和进度计划

B.通知请求者应该通过变更控制过程来处理变更

C.召开一次团队建设会议，希望团队在所有变更之后重新走回正轨

D.向项目发起人询问有关变更和项目绩效的详细信息

45.Project deliverables have been handed over to the customer.The project manager must now collect feedback from project participants.To what document should the project manager refer to determine who should be included in the request for feedback?

A.Stakeholder register

B.communications management plan

C.Lessons learned

D.Project resource management plan

45.项目可交付成果已移交给客户，项目经理现在必须收集项目参与者的反馈意见。项目经理应该查阅哪份文件来确定哪些人应该被包含进请求反馈意见的名单中？

A.相关方登记册

B.沟通管理计划

C.经验教训

D.项目资源管理计划

46.During a status meeting, one of the client’s employees asks the project manager for a new product feature.The project manager is unsure who has the authority to approve this request.
To what document should the project manager first refer?

A.Change log

B.Change management plan

C.Responsible, accountable, consult, and inform (RACI) matrix

D.Organizational process assets

46.在一次状态会议上，客户的一名员工要求项目经理提供新的产品功能。项目经理不确定谁有权批准请求。项目经理首先应该查阅哪份文件？

A.变更日志

B.变更管理计划

C.执行，负责，咨询和知情（RACI）矩阵

D.组织过程资产

47.A newly appointed project manager learns that stakeholders are concerned about identified project issues and risks.They are dissatisfied that for over a month no communications have been received.
What should the new project manager do?

A.Implement the existing communications management and stakeholder management plans.

B.Update the communications management and stakeholder management plans and provide immediate communication regarding the issues and risks to the stakeholders.

C.Meet with stakeholders to determine the frequency required for communications, then immediate provide them with information regarding the issues and risks.

D.Meet with the key stakeholders then update the communications management and stakeholder management plans.

47.新任命的项目经理获悉，相关方对已识别到的项目问题和风险非常担心，他们对一个多月没有收到任何沟通表示不满。项目经理应该怎么做？

A.实施现有沟通管理计划和相关方参与计划

B.更新沟通管理计划和相关方参与计划，并立即向相关方提供有关问题和风险的信息

C.与相关方开会以确定沟通所需的频率，然后立即向他们提供有关这些问题和风险的信息

D.与关键相关方开会，然后更新沟通管理计划和相关方参与计划

48.During project closure, the project manager learns that they must quickly join a higher-priority project well bring the company US$2 million in incremental value if started immediately.What should the project manager do?

A.Close out all risks and move on to the new project

B.Delegate the remaining tasks to an alternate resource

C.Ensure that all relevant project documents are archived

D.Perform prefect benchmarking

48.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。如果立即启动项目，这个新项目将为公司带来 200 万美元的增量价值。项目经理应该怎么做？

A.关闭所有风险并转到新项目

B.将剩余任务委托给替代资源

C.确保所有相关项目文件均已存档

D.执行项目标杆对照

49.During a monthly project status meeting, the project manager learns that the local government announced funding that could affect the Project.What should the project manager do next?

A.Put the project on hold, as the funding may extend or enhance the project deliverables.

B.Update the risk register with this information and add it to the agenda for discussion at the next risk meeting.

C.Inform the prefect sponsor of the new opportunity and initiate a change request.

D.Appoint a team member to request more information about the funding and what steps are needed to quality.

49.在月度项目状态会上，项目经理得知当地政府所宣称的资金可能影响项目。项目经理下一步应该怎么做？

A.暂停项目，因为资金可能会延期或增强项目可交付成果

B.将这些信息更新到风险登记册中，并将其添加到到下次风险会议的讨论议程中

C.向项目发起人通知这个新机会，并提出一项变更请求

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

50.A project manager assumes a project during its planning phase.The project manager must quickly identify which stakeholders require the most attention.Where can the project manager find this information?

A.Stakeholder management plan

B.Stakeholder register

C.Responsible accountable, consult and inform (RAC) chart

D.Issue log

50.项目经理负责管理一个项目，该项目正处于规划阶段。项目经理必须快速识别哪些 项目相关方需要最多关注。项目经理可以从哪里找到这个信息？

A.相关方参与计划

B.相关方登记册

C.执行，负责，咨询和知情（RACI）矩阵

D.问题日志

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参考答案：
1.解析：A 是参考答案。考规划质量管理计划的输入。知识点：章节 8.1.1.2。
2.解析：B 是参考答案。客户发现的性能问题是外部失败成本。知识点：章节 8.1.2.3。
3.解析：B 是参考答案。应遵守沟通管理计划进行沟通。知识点：章节 10.1.3.1。
4.解析：A 是参考答案。问题引发了风险，识别了可能会破坏项目的风险，下一步更新风
险登记册。知识点：章节 11.2.3.1。
5. 解析：B 是参考答案。实施了风险应对之后没有取得太好的效果，应该制定弹回计划。
知识点：章节 11.5.2.9。
6.解析：A 是参考答案。项目章程是由项目启动者或发起人发布的，正式批准项目成立，
并授权项目经理动用组织资源开展项目活动的文件。知识点：4.1.3.1。
7. 解析：B 是参考答案。题目未提供 bac，只能利用题目中已提供数据进行计算。
Eac=ac+etc=350+600=950. 知识点：章节 7.4.2.2.。
8. 解析：A 是参考答案。考定量风险分析的工具：数据收集-访谈。当需要向专家征求信
息时，访谈尤其适用。访谈者应该营造信任和保密的访谈环境，以鼓励被访者提出诚实和
无偏见的意见。知识点：章节 11.4.2.2。
9.解析：A 是参考答案。德尔菲技术能够避免对他人造成不适当的影响。知识点：章节
5.2.2.4。
10.解析：D 是参考答案。对于长期项目和全球环境，要获得风险最小的供应商，应该采用
总价加经济价格调整合同。知识点：章节 12.1.1.6。
11.解析：D 是参考答案。确保可交付成果和发起人的期望一致，首先要收集发起人的需求、
再定义范围，按照范围基准交付。知识点：章节 5.4。
12.解析：D 是参考答案。经验教训总结工作应该及时、尽早，并在整个项目期间不断更新。
知识点：章节 4.4.3.1。
13.解析：B 是参考答案。在矩阵型组织中，pm 应该和职能经理合作进行绩效评价。知识点：
章节 2.4.4。
14.解析：B 是参考答案。Pm 需要人际关系与团队技能积极管理干系人参与，其中包含冲突
管理和谈判。知识点：章节 13.3.2.3。
15.解析：B 是参考答案。题目反映了干系人参与的问题，pm 应该事先正确识别干系人并进
行干系人分析。知识点：章节 13.1.2.3。
16.解析：B 是参考答案。资源可用性出现问题，pm 需和职能经理进行谈判解决问题。知识
点：章节 9.3.2.2。
17.解析：B 是参考答案。识别风险后，需要进行定性、定量分析，然后规划风险应对。知
识点：章节 11.3。
18.解析：B 是参考答案。对于引起基准的变更需要获得 ccb 的审批后才可执行。知识点：
章节 4.6.2.5。
19.解析：B 是参考答案。可能没有足够的人员，是风险。知识点：章节 11.2.3.1。
20.解析：B 是参考答案。Pm 应该参考质量控制测量结果确认客户的反馈是否属实。质量控
制测量结果记录了控制质量活动的结果，证明符合质量要求。知识点：章节 8.3.3.1。
21.解析：B 是参考答案。识别了返工的风险应将其记录到风险登记册并进行风险管理。知
识点：章节 11.2.3.1。
22.解析：B 是参考答案。检查点过多或过少都是不合适的，已经基于成本效益分析寻找最
合适的检查点数量。知识点：章节 8.1.2.3。
23.解析：A 是参考答案。选项 B 和 C 属于规避公司变更流程的做法，排除。选项 D 不相关，
排除。只有选项 A 严格遵守变更流程，但是根据本项目的特征，留意相关的风险。知识点：
章节 11.2.3.1。
24.解析：C 是参考答案。社交媒体是沟通技术的一种，如果要使用，需纳入沟通管理计划
（用于传递信息的方法或技术，如备忘录、电子邮件、新闻稿，或社交媒体；）。知识点：
章节 10.1.3.1。
25.解析：C 是参考答案。完成许多类似项目，有历史数据供参考，选择类比估算。知识点：
章节 7.2.2.2。
26.解析：B 是参考答案。开庆功会属于项目收尾。解散阶段：团队完成所有工作，总结经
验教训，团队成员离开项目。知识点：章节 9.4。
27.解析：D 是参考答案。合同中规定有验收标准（检查、质量和验收标准），pm 应在采取
行动之前进行审查。知识点：章节 12.2.3.2。
28.解析：D 是参考答案。如果项目在完工前就提前终止，结束项目或阶段过程还需要制定
程序，来调查和记录提前终止的原因。知识点：章节 4.7.3.4。
29.解析：D 是参考答案。使用因果图调查问题的根本原因后，消除问题的根本原因就可避
免此问题再次发生。知识点：章节 8.2.2.2。
30.解析：C 是参考答案。8.2 保证质量。虽然“先分析”是正确的思路，但 8.2 没有把工
作绩效信息作为输入（而是质量控制测量结果等），所以选 8.2 工具是可以的
31.解析：D 是参考答案。按照管理沟通过程，信息的传递以沟通管理计划为依据，高级经
理向团队询问项目信息，首先需要审查《沟通管理计划》，明确当前沟通方法，如有必要
再进行下一步沟通。知识点：章节 10.1.3.1
32.解析：A 是参考答案。路径 H-I-J 的长度为 16 天。知识点：章节 6.5.2.2。
33. 解析：A 是参考答案。质量审计属于管理质量过程，其输入包含选项 A。知识点：章节
8.1.3.1、8.1.3.2。
34.解析：B 是参考答案。干系人对计划的方向和范围表示质疑，需要进行干系人分析并达
成共识。知识点：章节 13.1.2.3。
35. 解析：A 是参考答案，用户验收测试来确认功能是否齐全。发布日期临近，且需按计
划提供功能齐全的产品，因此 PM 需记录该问题，并积极尽心解决。
选项 B 没有在题目中指明。
选项 C 仅仅通知是不够的。未暗示到 PM 无法解决的程度，无须上报到关键干系人发起人。
选项 D 是客户已经承诺，无须再调整。消极的处理方式，且违背题意。
知识点：章节 5.5。
36.解析：B 是参考答案。虽然 PMBOK 并未出现“挣值管理报告”一词，但也可以认为有。
EVM 的偏差分析用以解释成本偏差、进度偏差和完工偏差的原因、影响和纠正措施。歧义
项 D，但问题日志本身是为了进行问题跟进，一般不包括原因。
37.解析：B 是参考答案。项目经理从职能部门获取资源，用谈判 Negotiation，常常翻译
为协商。知识点：章节 9.3.2.2。
38.解析：B 是参考答案。将冲突作为问题记录下来，寻找解决方案并监督落实。知识点：
章节 9.5.1.2。
39．解析：C 是参考答案。假设情景分析就是对“如果情景 X 出现，情况会怎样？”这样
的问题进行分析，即基于已有的进度计划，考虑各种各样的情景。知识点：章节 6.5.2.4。
40.解析：A 是参考答案。发现质量问题，应该进行缺陷补救，走变更流程。知识点：章节
4.3.3.4。
41.解析：A 是参考答案。正常收尾的准入且必要条件是获得正式验收。在项目收尾期间，
项目经理应该回顾以往的阶段文件，确认范围过程输出的验收的可交付成果。知识点：章
节 4.7.1.2。
42.解析：解析：B 是参考答案。遵循变更流程进行范围方面的变更。知识点：章节 4.6。
43.解析：A 是参考答案。应该事先做什么？题目中的问题是识别了风险，却没有实施到位。
选项 D 明显不合适。
选项 B 用风险要求加快审批，有要挟的意味（按照规划风险管理流程即可）。
选项 C 不符合风险处理的流程，在定性风险分析过程会为每个风险识别出责任人，以便由
他们负责规划风险应对措施，并确保应对措施的实施。知识点：章节 11.3，11.5。
44.解析：B 是参考答案。要遵循变更流程处理变更请求。知识点：章节 4.6。
45.解析：B 是参考答案。沟通管理计划。哪些人应该被包含进请求反馈意见的名单中，什
么人什么时机应该接收或提供什么信息，在规划沟通中明确。 A 记录的是干系人本身的信
息特性。B 记录的是干系人应该如何参与到项目的信息交流中。知识点：章节 10.1.3.1。
46.解析：B 是参考答案。变更控制系统包含在变更管理计划中。该系统不仅说明什么样的
变更需要哪个层次的批准，而且也说明在什么情况下可以不经批准就实施变更。该系统说
明 CCB 的组成、权力与责任。知识点：章节 4.6.1.1。
47.解析：D 是参考答案。先更新沟通管理计划，再按照沟通管理计划要求发送相关信息。
所以先与干系人接触了解沟通需求，然后更新相关计划。选项 A 未见改变。选项 C 未见更
新计划。选项 B 直接更新计划，不如选项 D 相对更好。知识点：章节 10.1.3.1、13.2.3.1。
48.解析：C 是参考答案。PM 应该有力促进前一个项目的收尾工作。知识点：章节 4.7。A：
关闭所有风险不代表项目完成收尾，排除。B，未确定存在替代资源代替 PM 接管收尾工作，
干扰项。D 是在接收新项目之后可能采取的措施，不是本项目应该做的事情。
49.解析：B 是参考答案。资金可能影响项目，这是一个风险，应该更新在风险登记册中。
知识点：章节 11.2.3.1。
50.解析：B 是参考答案。干系人登记册用于记录已识别的干系人的所有详细信息，包括干
系人分类、权力、影响等。知识点：章节 13.1.3.1

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