2021年11月28日：PMP認(rèn)證單元測試

1、2021年11月28日：PMP認(rèn)證單元測試每個(gè)題目1分1. 1.A project manager is unsure if a new project is aligned with the companys long-term goals and objectives. What should the project manager do next?項(xiàng)目經(jīng)理不確定新項(xiàng)目是否與公司的長期目標(biāo)相符。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做? 單選題 *Compare the companys project practices to those of comparable projects.將公司的項(xiàng)目實(shí)踐與

2、類似項(xiàng)目的項(xiàng)目實(shí)踐對比。Review the companys best practices and regulations.審查公司的最佳實(shí)踐和規(guī)定。Consult the companys strategic plan.咨詢公司的戰(zhàn)略規(guī)劃。(正確答案)Run the project based on the companys strategic lessons learned.根據(jù)公司的戰(zhàn)略經(jīng)驗(yàn)教訓(xùn)管理項(xiàng)目。答案解析：PMBOK第六版P17“項(xiàng)目是實(shí)現(xiàn)組織戰(zhàn)略和目標(biāo)的一種手段，常常應(yīng)用于 作為項(xiàng)目投資主要引導(dǎo)因素的戰(zhàn)略規(guī)劃之中”。所以了解了公司的戰(zhàn)略規(guī)劃，就能確定 新項(xiàng)目是否與公司長期目標(biāo)

3、相符。2. 2.A stakeholder is requesting a major change to the project scope. The change is of vital repentances to the stakeholder. The project manage performs the necessary analysis of the change and finds that, because of the impact on project cost and schedule. It needs to be approved by the change c

4、ontrol board （CCB）. The CCB denies the change. What should the project manage do next?項(xiàng)目相關(guān)方要求對項(xiàng)目范圍進(jìn)行重大變更。該變更對于相關(guān)方來說至關(guān)重要。項(xiàng)目經(jīng)理對變更開 展了必要分析，現(xiàn)由于對項(xiàng)目成本和進(jìn)度產(chǎn)生的影響，變更需要得到變更控制委員會（CCB）的批 準(zhǔn)，但 CCB 拒絕變更。項(xiàng)目經(jīng)理接下來應(yīng)該怎么做? 單選題 *Implement the change despite the decision made by the CCB，because the change is vital to the s

5、takeholder and to the success of the project.由變更委員會做出決定，因?yàn)檫@個(gè)變更對相關(guān)利益者以及整個(gè)項(xiàng)目的成功與否起至關(guān)重要的作用Include the decision from the CCB in the change log notify the stakeholders and the project team of the situation.審查公司的最佳實(shí)踐和規(guī)定。(正確答案)Recommend that the project be stopped and new requirements gathering should be p

6、erformed.咨詢公司的戰(zhàn)略規(guī)劃。Meet with the CCB Members individually to influence them to change their decision.根據(jù)公司的戰(zhàn)略經(jīng)驗(yàn)教訓(xùn)管理項(xiàng)目。答案解析：根據(jù)整體變更的5步流程，目前題干描述CCB拒絕變更，表示完成了第三步批復(fù)。那么選項(xiàng)B是后續(xù)的第四步：更新和第五步：通知。3. 3.A project manager is assigned a new project and discovers some experts believe the software selected will not del

7、iver the anticipated benefits. What should the Project manager do next?項(xiàng)目經(jīng)理被分配管理一個(gè)新項(xiàng)目，發(fā)現(xiàn)一些專家認(rèn)為，所選擇的軟件將不會提供預(yù)期效益。項(xiàng)目經(jīng)理接下來應(yīng)該怎么做？ 單選題 *Start the sponsor approved project an review the benefits with experts.開始項(xiàng)目發(fā)起人批推的項(xiàng)目，并與專家一起審查績效。Create a project charter aligned to the business case and present it to the

8、 sponsors organization for approval.創(chuàng)建一個(gè)商業(yè)論證一致的項(xiàng)目章程，并將其提交給發(fā)起人的組織批準(zhǔn)Convene a meeting with experts to revisit the business case and obtain agreement to use the appropriate software.與專家一起召開會議，重新審查商業(yè)論證，并獲得使用相應(yīng)軟件的協(xié)議。(正確答案)Allow the experts to resolve the issue and. begin resource planning activities for

9、the project team.讓專家解決這個(gè)問題，并為項(xiàng)目團(tuán)隊(duì)開始資源規(guī)劃活動。答案解析：解析：由于所選的軟件不會提供預(yù)期效益，因此需要重新進(jìn)行商業(yè)論證。選項(xiàng)C屬于 制定項(xiàng)目章程過程的工具之一的會議，對于不能提供預(yù)期效益的軟件，通過會議來對商業(yè)論證進(jìn)行討論審查，進(jìn)行必要的調(diào)整，最終選擇能提供預(yù)期效益的軟件。4. 4.A client requests a scope change request after accepting the design. This change will have a potential impact on several project components

10、. What is the project managers most approperiate response?客戶在接受設(shè)計(jì)之后提出了一項(xiàng)范圍變更請求。這個(gè)變更可能對許多項(xiàng)目組成部分產(chǎn)生影響。項(xiàng)目經(jīng)理最適當(dāng)?shù)幕貞?yīng)是什么？ 單選題 *Convince client to delay change.說服客戶推遲變更Analysis infects of schedule and cost due to the change, and have meeting with team members.對此變更造成費(fèi)用和進(jìn)度的影響進(jìn)行詳細(xì)的分析，并召開項(xiàng)目團(tuán)隊(duì)會議If this change is

11、critical, then implement it and inform the CCB.如果該變更十分關(guān)鍵，則進(jìn)行變更，并通知變更控制委員會。Estimate the cost and schedule affected by the change, get approval before implement.估算變更對于成本和進(jìn)度的影響，在實(shí)施變更之前獲得批準(zhǔn)(正確答案)答案解析：根據(jù)整體變更的5步流程，客戶提出變更請求后，應(yīng)該是1、記錄；2、評估；3、提交審批（CCB/PM）；4、更新（計(jì)劃和/或文件）；5、通知；D描述的是第二步的評估，以及第三步的提交審批， 因此在選項(xiàng)中沒有第一步

12、的情況下，D的描述最為準(zhǔn)確適當(dāng)。5. 5.A project manager discovers that, due to existing legislation, a feature cannot be implemented as planned. This will seriously impact the project baselineWhat should the project manager have done to avoid this?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)問題,項(xiàng)目經(jīng)理應(yīng)該事先做什么? 單選題 *Spent

13、more time creating a detailed communications management plan花更多的時(shí)間創(chuàng)建詳細(xì)的溝通管理計(jì)劃。Exercised more strictly control of change requests.實(shí)行更嚴(yán)格的變更請求控制。Hired a more experienced ground of vendors. 聘用經(jīng)驗(yàn)更豐富的供應(yīng)商團(tuán)隊(duì)。Identified assumptions and constraints during project initiation.在項(xiàng)目啟動期間識別假設(shè)條件和制約因素。(正確答案)答案解析：現(xiàn)有立法的

14、要求屬于組織外部的事業(yè)環(huán)境因素中的“法律限制”部分，是會 對項(xiàng)目起重要影響作用的，因此在項(xiàng)目啟動和規(guī)劃的時(shí)候，是必須要考慮這一方面，書 PMBOK第六版P78制定項(xiàng)目章程的輸入及P84制定項(xiàng)目管理計(jì)劃的輸入都有“法律法規(guī)要求和制約因素”這一項(xiàng)。因此預(yù)先識別并加以考慮，就不會造成實(shí)施實(shí)施時(shí)才發(fā)現(xiàn)無法 按照計(jì)劃及無法符合基準(zhǔn)。6. 6.A project manager completes the development of the project charter and reviews it with key stakeholders. What should the project mana

15、ger do next?項(xiàng)目經(jīng)理完成項(xiàng)目章程的制定，并與關(guān)鍵相關(guān)方一起審查項(xiàng)目章程。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做? 單選題 *Develop the project management plan.制定項(xiàng)目管理計(jì)劃。Conduct a kick-off meeting with the project team.與項(xiàng)目團(tuán)隊(duì)一起召開項(xiàng)目啟動大會。Obtain project charter approval from the sponsor.獲得項(xiàng)目發(fā)起人對項(xiàng)目章程的批準(zhǔn)。(正確答案)Obtain project charter approval from the stakeholders.獲得相關(guān)

16、方對項(xiàng)目章程的批準(zhǔn)。答案解析：項(xiàng)目章程要被批準(zhǔn)后，才標(biāo)志著項(xiàng)目的正式啟動。書PMBOK第六版P81“項(xiàng) 目章程是由項(xiàng)目啟動者或發(fā)起人發(fā)布的，正式批準(zhǔn)項(xiàng)目成立，并授權(quán)項(xiàng)目經(jīng)理使用組織 資源開展項(xiàng)目活動的文件”。所以章程是要發(fā)起人來審批，但要確保其中的內(nèi)容在總體 上得到相關(guān)方的共識。D選項(xiàng)的相關(guān)方范圍太廣，作為一個(gè)授權(quán)及高層級的文件，不可 能讓各相關(guān)方都要進(jìn)行批準(zhǔn)，所以不如C準(zhǔn)確。7. 7.A project manager assigned to a large construction project receives a request to increase the size of bui

17、lding by10 floors. The project manager conducts the Perform Integrated Change Control process and the change request is approved.What should the project manager do next?項(xiàng)目經(jīng)理被任命管理一個(gè)大型施工項(xiàng)目，收到一個(gè)增加 10 層建筑物規(guī)模的請求。項(xiàng)目經(jīng)理開展了 實(shí)施整體變更控制過程，且變更請求已獲得批準(zhǔn)。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做? 單選題 *Notify the project sponsor and invoice the c

18、ustomer.通知項(xiàng)目發(fā)起人,并向客戶開具發(fā)票。Perform a qualitative risk assessment and update the risk register.執(zhí)行定性風(fēng)險(xiǎn)評估并更新風(fēng)險(xiǎn)登記冊。Assess the impact of the change and communicate with the project team.評估變更的影響并與項(xiàng)目團(tuán)隊(duì)溝通。Update the project management plan and implement the change.D.Update the project management plan and impl

19、ement the change.(正確答案)答案解析：根據(jù)PPT總結(jié)的變更實(shí)施的5步流程，題干描述已完成了第三步：審批（提交 CCB審批），那么下一步就是D選項(xiàng)的第四步：更新（更新變更日志、項(xiàng)目管理計(jì)劃、項(xiàng)目文件等）。A是第五步，C是第二步。8. 8.After customer acceptance of the final deliverable, the project manager distributes the final project reports, gathers project documents for archiving, and conducts a lesson

20、s learned session with the team. What activity still needs to be completed?在客戶驗(yàn)收最終可交付成果后，項(xiàng)目經(jīng)理分發(fā)最終的項(xiàng)目報(bào)告，收集項(xiàng)目文件用于存檔，并與團(tuán)隊(duì) 開展經(jīng)驗(yàn)教訓(xùn)會議。還需完成什么活動？ 單選題 *Capturing work performance information.收集工作績效信息Updating the issue log.更新問題日志Measuring and recording customer satisfaction.衡量并記錄客戶滿意度(正確答案)Documenting correct

21、ive actions.記錄糾正措施答案解析：題干描述的都是項(xiàng)目或階段收尾的各項(xiàng)工作，選項(xiàng)中只有C是收尾階段會做的事。9. 9.During a project kick-off meeting, a key stakeholder requests clarification of the projects impact on company goals. Where can the project manager find this information?在項(xiàng)目啟動大會上，一名關(guān)鍵相關(guān)方要求澄清項(xiàng)目對公司目標(biāo)的影響。項(xiàng)目經(jīng)理可以從哪里找到 這個(gè)信息？ 單選題 *Project manag

22、ement plan.項(xiàng)目管理計(jì)劃Project charter.項(xiàng)目章程(正確答案)Project schedule, budget and quality requirements.項(xiàng)目進(jìn)度計(jì)劃、預(yù)算和質(zhì)量要求Enterprise environmental factors事業(yè)環(huán)境因素答案解析：PMBOK第六版P81項(xiàng)目章程中包含項(xiàng)目目的、可測量的項(xiàng)目目標(biāo)和相關(guān)成 功標(biāo)準(zhǔn)、各類高層級的信息，通過向相關(guān)方展示項(xiàng)目章程，可以表明項(xiàng)目對公司目標(biāo)的 影響。10. 10.What system is a part of the project management information syste

23、m（PMIS）?什么系統(tǒng)屬于項(xiàng)目管理信息系統(tǒng)（PMIS）的組成部分？ 單選題 *Configuration management.配置管理(正確答案)Communication management.溝通管理Change management.變更管理Contract change control.合同變更控制答案解析：PMBOK第六版P95：“PMIS提供信息技術(shù)軟件工具，例如進(jìn)度計(jì)劃軟件工 具、工作授權(quán)系統(tǒng)、配置管理系統(tǒng)、信息收集與發(fā)布系統(tǒng)，以及進(jìn)入其他在線自動化系 統(tǒng)（如公司知識庫）的界面?！彼訟選項(xiàng)符合要求.11. 11.A project manager transitions t

24、he final product to the client and releases the project team. The client later calls the project manager and states that a new feature is required, what should the project manager do?項(xiàng)目經(jīng)理將最終產(chǎn)品移交給客戶，并解散項(xiàng)目團(tuán)隊(duì)?？蛻艉髞砺?lián)系項(xiàng)目經(jīng)理，需要添加一個(gè)新功能，項(xiàng)目經(jīng)理應(yīng)該怎么做? 單選題 *Create a change request.創(chuàng)建變更請求。Recall the project team me

25、mbers.召回項(xiàng)目團(tuán)隊(duì)成員。Advise the client to initiate a new project.建議客戶啟動一個(gè)新項(xiàng)目。(正確答案)Inform the project steering committee.通知項(xiàng)目指導(dǎo)委員會。答案解析：題干描述已經(jīng)解散了項(xiàng)目團(tuán)隊(duì)，說明項(xiàng)目收尾最后步驟都已完成，整個(gè)項(xiàng)目 都已結(jié)束。對于客戶的新的要求，只能建議啟動新的項(xiàng)目來實(shí)現(xiàn)。12. 12.A customer wants to increase the total sum of stockholder equity and improve brand recognition in th

26、e global market. What is the customers objective?客戶希望增加股東權(quán)益的總和，提高其在全球市場的品牌知名度?？蛻舻闹饕繕?biāo)是什么？ 單選題 *Improve overall business-bass support for its organization strategy.為組織戰(zhàn)略改善整體業(yè)務(wù)支持Increase the marketing budget.增加營銷預(yù)算Increase business values.提高商業(yè)價(jià)值(正確答案)Improve market share by reinvesting in its business

27、 portfolio.通過重新投資其業(yè)務(wù)組合提高市場份額答案解析：PMBOK第六版P7“項(xiàng)目的商業(yè)價(jià)值指特定項(xiàng)目的成果能夠?yàn)橄嚓P(guān)方帶來的 有形的或無形的效益”，其中有形的價(jià)值包括：股東權(quán)益、市場份額、貨幣資產(chǎn)等；無形的價(jià)值包括：品牌認(rèn)知度、商譽(yù)、戰(zhàn)略一致性等。13. 13.A project resource is missing assigned task deadlines. The resource complains that additional tasks were assigned by their supervisor, what should the project mana

28、ger do?一名項(xiàng)目資源錯過分配任務(wù)的期限，該資源抱怨說其主管分配了額外任務(wù)。項(xiàng)目經(jīng)事應(yīng)該怎么做? 單選題 *Provide a written to the resource.向該資源提出書面警告。Hire additional resources.聘用額外的資源。Analyze the situation with the resources and their supervisor.與該資源及其主管一起分析情況。(正確答案)Identity project priorities with the project management office （PMO）.與項(xiàng)目管理辦公室 （PMO

29、） 一起確定項(xiàng)目優(yōu)先次序。答案解析：從題干描述可以看出，這是一個(gè)矩陣型的組織結(jié)構(gòu)，項(xiàng)目經(jīng)理與職能經(jīng)理各 有職權(quán)，所以對于項(xiàng)目資源來說，這種結(jié)構(gòu)的缺點(diǎn)就是多頭領(lǐng)導(dǎo)，容易引起雙方對資源 的爭奪。因此在碰到資源沖突的時(shí)候，項(xiàng)目經(jīng)理無權(quán)直接決定做法，需要和職能經(jīng)理談 判協(xié)商。所以選C先一起分析溝通現(xiàn)狀，看如何解決資源沖突。14. 14.A project team on a two-year-old project faces a technical issue that is impossible to overcome. The project sponsor cancels the projec

30、t because it is over budget and no further progress can be made without resolution of this issue.What should the project team do next?一個(gè)項(xiàng)目已執(zhí)行兩年時(shí)間，項(xiàng)目團(tuán)隊(duì)遇到一個(gè)不可能克服的技術(shù)問題。項(xiàng)目發(fā)起人取消項(xiàng)目,因?yàn)轫?xiàng)目超出預(yù)算。 單選題 *Wait for the project manager to determine the next steps.等待項(xiàng)目經(jīng)理確定下一步行動。Document the reason for cancellation in

31、 the final project report.在最終的項(xiàng)目報(bào)告中記錄取消原因。(正確答案)Continue to investigate the issue to determine if it can be resolved.繼續(xù)調(diào)查該問題，確定是否能夠解決。Archive project documentation for future use.將項(xiàng)目文檔歸檔以備將來使用。答案解析：根據(jù)題干描述，項(xiàng)目是提前終止，參見PMBOK第六版P128頁若項(xiàng)目提前終止，需要完成以下步驟：1、在正式的收尾文件中說明終止的原因；2、把已完成未完成的可交付成果移交他人。3、把歷史信息和經(jīng)驗(yàn)教訓(xùn)信息存入

32、經(jīng)驗(yàn)教訓(xùn)知識庫，供未來項(xiàng)目或階段使用。15. 15.A project manager newly assigned to an ongoing project, realizes that many change requests are still pending .What process should the project manager follow?項(xiàng)目經(jīng)理剛剛被任命管理一個(gè)正在進(jìn)行中的項(xiàng)目，了解到許多變更請求還未解決。項(xiàng)目經(jīng)理應(yīng)該 遵循下列哪一個(gè)流程? 單選題 *Validate scope核實(shí)范圍Control communications控制溝通Direct and Man

33、ager Project Work指導(dǎo)與管理項(xiàng)目工作Perform integrated change control實(shí)施整體變更控制(正確答案)答案解析：所有的變更請求都需遵循整體變更流程的步驟來進(jìn)行處理。書PMBOK第六版 P113“實(shí)施整體變更控制是審查所有變更請求、批準(zhǔn)變更，管理對可交付成果、項(xiàng)目 文件和項(xiàng)目管理計(jì)劃的變更，并對變更處理結(jié)果進(jìn)行溝通的過程”。16. 16.A project manager assumes a project for a company that is undergoing organizational changes and about to be r

34、estructured should the project manager do to ensure that the project is aligned with the companys goals and objectives?項(xiàng)目經(jīng)理承擔(dān)一家公司的一個(gè)項(xiàng)目管理，但該公司正在進(jìn)行組織變更且即將重組。若要確保該項(xiàng) 目與該公司的目的和目標(biāo)保持一致，項(xiàng)目經(jīng)理應(yīng)該怎么做? 單選題 *Obtain project charter approval獲得項(xiàng)目章程的批準(zhǔn)。(正確答案)Reach agreement at the kick-off meeting.在項(xiàng)目啟動大會上達(dá)成協(xié)議。Perfor

35、m a gap analysis against the business case.按照商業(yè)論證進(jìn)行差距分析。Analyze the project against the companys mission, vision, and values.按照該公司的使命、愿景、價(jià)值觀分析該項(xiàng)目。答案解析：PMBOK第六版P81項(xiàng)目章程中包含項(xiàng)目目的、可測量的項(xiàng)目目標(biāo)和相關(guān)成 功標(biāo)準(zhǔn)、各類高層級的信息，項(xiàng)目章程的批準(zhǔn)意味著組織明確項(xiàng)目的目標(biāo)是符合組織戰(zhàn) 略的，從而確保兩者的一致性。17. 17.A project team working on concurrent project with tig

36、ht timelines learns that one project will be cancelled . The team is relieved .as overtime will no longer be required.為工期緊張的并行項(xiàng)目工作的團(tuán)隊(duì)了解到其中一個(gè)項(xiàng)目將被取消。團(tuán)隊(duì)感到松了一口氣，因?yàn)閷?不再需要加班了。 單選題 *Meet with the project team for debriefing and to capture the lessons learned.與項(xiàng)目團(tuán)隊(duì)開會,說明情況,并收集經(jīng)驗(yàn)教訓(xùn)。(正確答案)Meet with the project

37、 learn to review the issue log.與項(xiàng)目團(tuán)隊(duì)開會,審查問題日志。Immediately disband the project team so they can focus on the project.立即解散項(xiàng)目團(tuán)隊(duì),讓他們能夠?qū)Ｗ⒂谄渌?xiàng)目。Assume full responsibility for the cancellation of the project.承擔(dān)項(xiàng)目取消的全部責(zé)任。答案解析：項(xiàng)目被取消，那么需要按照收尾流程對項(xiàng)目進(jìn)行收尾，A選項(xiàng)的會議是“結(jié)束 項(xiàng)目或階段”過程的工具，總結(jié)經(jīng)驗(yàn)教訓(xùn)也是收尾流程中的步驟之一。18. 18.All of th

38、e following are the responsibility of a project manager EXCEPT?下列哪項(xiàng)不是項(xiàng)目經(jīng)理的責(zé)任？ 單選題 *Maintain the confidentiality of customer confidential information.為客戶的信息保密Determine the legality of company procedures.決定公司的程序是否合法(正確答案)Ensure that a conflict of interest does not compromise the legitimate interest of

39、 the customer.確保利益沖突不會損害客戶的合法利益Provide accurate and truthful representations in cost estimates. 在估算成本中提供準(zhǔn)確可信的說明答案解析：項(xiàng)目范圍內(nèi)的，以及項(xiàng)目管理層面上的事情，項(xiàng)目經(jīng)理都是最終的責(zé)任人。 A,C,D都屬于項(xiàng)目管理層面上的事情。而B選項(xiàng)屬于組織管理層面，而且屬于項(xiàng)目經(jīng)理不 可控的事業(yè)環(huán)境因素，所以不是項(xiàng)目經(jīng)理的責(zé)任。19. 19.An experienced project manager assumes an IT project that is similar to other c

40、ompany project.What is a good resource to which the project manager can refer?19.An experienced project manager assumes an IT project that is similar to other company project.What is a good resource to which the project manager can refer?一位經(jīng)驗(yàn)豐富的項(xiàng)目經(jīng)理負(fù)責(zé)管理一個(gè) IT 項(xiàng)目，該項(xiàng)目與其他公司項(xiàng)目類似。項(xiàng)目經(jīng)理可以參閱的好資源是什么？ 單選題 *Les

41、sons learned經(jīng)驗(yàn)教訓(xùn)(正確答案)Risk register風(fēng)險(xiǎn)登記冊Quality metrics質(zhì)量測試指標(biāo)Continuous improvement持續(xù)改進(jìn)答案解析：經(jīng)驗(yàn)教訓(xùn)屬于組織過程資產(chǎn)，是之前的項(xiàng)目總結(jié)遺留下來的值得借鑒的供未來項(xiàng)目使用的所有內(nèi)容，能提高未來項(xiàng)目成功的可能性。所以通過借鑒經(jīng)驗(yàn)教訓(xùn)可以快速找到與當(dāng)前項(xiàng)目匹配的相關(guān)所需信息。20. 20.A project manager completes the development of a software project one month ahead of schedule. An extra module,

42、originally out of scope, now could be included. and the project could still the delivery deadline.What should the project manager do next?項(xiàng)目經(jīng)理完成一個(gè)軟件項(xiàng)目的開發(fā)，讓進(jìn)度計(jì)劃提前一個(gè)月。這使得現(xiàn)在可以將一個(gè)原本超出范 圍的額外模塊包含在內(nèi)，并且項(xiàng)目仍然滿足交付期限。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做? 單選題 *Move to the closing phase and save money for the organization.進(jìn)入收尾階段,為組織節(jié)省資源

43、。Initiate a change request to the change control board（CCB）.向變更控制委員會（CCB）提交一份變更請求。(正確答案)Seek a decision from the project sponsor.尋求項(xiàng)目發(fā)起人的決定。Deliver the extra module.交付額外模塊。答案解析：題干描述的意思是由于原本受制于進(jìn)度的限制，因此暫時(shí)沒有把需要完成的 模塊包含進(jìn)范圍內(nèi)，而根據(jù)現(xiàn)在的項(xiàng)目狀態(tài)，已經(jīng)有時(shí)間來完成該模塊，而且評估后結(jié) 論是增加該模塊還是能滿足交付期限，那么就可以考慮通過整體變更流程對范圍進(jìn)行變 更后包含進(jìn)該模塊。這里

44、的題意描述并不是鍍金，所以要理解不同場景的處理區(qū)別。21. 21.A company is working to create an innovative product to address an identified business opportunity. A senior manager is trying to determine what risks could be faced during implementation. The senior manager asks the plant manager if there is sufficient plant capacit

45、y, and then speaks with the vice president （VP） of finance regarding the available budget and the financial performance of a previous similar project.What is the project manager doing?一家公司正著手打造一個(gè)創(chuàng)新產(chǎn)品，以解決一個(gè)已識別到的商業(yè)機(jī)會。一名高級經(jīng)理嘗試確定在 實(shí)施過程中可能面臨哪些風(fēng)險(xiǎn)。該高級經(jīng)理就工廠產(chǎn)能是否足夠詢問工廠經(jīng)理，然后與財(cái)務(wù)副總裁（VP）討論可用預(yù)算以及之前類似項(xiàng)目的財(cái)務(wù)績效。 項(xiàng)目經(jīng)理執(zhí)

46、行的是下列哪一項(xiàng)？ 單選題 *Determining the position of the main stakeholders to develop an influence/impact grid確定主要相關(guān)方的職位，制定影響/作用方格Gathering information to develop a risk management plan收集信息制定風(fēng)險(xiǎn)管理計(jì)劃Applying expert judgment to develop a work breakdown structure （WBS） and a schedule應(yīng)用專家判斷，制定工作分解結(jié)構(gòu)（WBS）和進(jìn)度計(jì)劃Gathe

47、ring information to develop a project charter收集信息制定項(xiàng)目章程(正確答案)答案解析：解析：題干描述“正著手打造”，說明項(xiàng)目正在啟動階段，這名高級經(jīng)理在確定有哪些風(fēng)險(xiǎn)，了解產(chǎn)能、預(yù)算、財(cái)務(wù)績效等情況，都是屬于項(xiàng)目章程中的高層級的風(fēng)險(xiǎn)、成本等信息，而且項(xiàng)目啟動需要制定和批準(zhǔn)項(xiàng)目章程，所以D選項(xiàng)符合題意。22. 22.At the start of a project, the project manager finds that team members are key stakeholders are not in agreement with t

48、he project scope and the deliverables. To obtain the project teams commitment and agreement, what should the project manager do next?在項(xiàng)目開始時(shí)，項(xiàng)目經(jīng)理發(fā)現(xiàn)團(tuán)隊(duì)成員和關(guān)鍵相關(guān)方對項(xiàng)目范圍可交付成果的意見不一樣。為獲得項(xiàng)目團(tuán)隊(duì)的參與和一致意見，項(xiàng)目經(jīng)理接下來該怎么做? 單選題 *Send the project scope and agreed-upon deliverables to all stakeholders.將項(xiàng)目范圍和一致同意的可交付成果發(fā)送給所有

49、相關(guān)方Escalate the issue to senior management and request their support.將問題上報(bào)給高級管理層，并請求他們的支持Record the issue in the issue log and continue with project execution.在問題日志中記錄問題，并繼續(xù)執(zhí)行項(xiàng)目Conduct a kick-off meeting with all key stakeholders and project team members.為所有關(guān)鍵相關(guān)方和項(xiàng)目團(tuán)隊(duì)成員一起召開項(xiàng)目啟動大會(正確答案)答案解析：解析：書PMBOK

50、第六版P86項(xiàng)目開工會議（有時(shí)被翻譯為啟動大會）的目的是為了獲得主要相關(guān)方對項(xiàng)目管理計(jì)劃的一致認(rèn)可；傳達(dá)項(xiàng)目目標(biāo)、獲得團(tuán)隊(duì)對項(xiàng)目的承諾；以及闡明每個(gè)相關(guān)方的角色和責(zé)任。通常意味著規(guī)劃階段結(jié)束和執(zhí)行階段開始。所以要想推進(jìn)后續(xù)的實(shí)施，需要通過開工會議讓相關(guān)方對規(guī)劃結(jié)果一致認(rèn)可。23. 23.The customer of a recently implemented project requests the project manager investigate post , implementation issues that cause business disruption and loss

51、es. The project manager explains to the customer that requests must be referred to the operations team , as the project is formally accepted .The customer does not a9ree and complaints about the situation .To close this discussion, the project manager should do which of the following ?23.一個(gè)最近實(shí)施項(xiàng)目的客戶

52、要求項(xiàng)目經(jīng)理調(diào)查導(dǎo)致業(yè)務(wù)中斷和損失的實(shí)施后問題，項(xiàng)目經(jīng)理向客戶 解釋該請求必須轉(zhuǎn)給運(yùn)營團(tuán)隊(duì)，因?yàn)轫?xiàng)目已正式驗(yàn)收?？蛻舨煌獠⑼对V這種情況。為結(jié)束討論，項(xiàng)目經(jīng)理應(yīng)進(jìn)行下列哪一項(xiàng)? 單選題 *Ask the project team to evaluate the root cause, correct the issue , and document lessons 要求項(xiàng)目團(tuán)隊(duì)評估根本原因，糾正問題并記錄經(jīng)驗(yàn)教訓(xùn)Review the closure documents, present them to the customer, and bring in the operations 審查收尾

53、文件,將其提交給客戶,并讓運(yùn)營代表加入繼續(xù)問題解決過程(正確答案)Escalate the customers complaint to the project sponsor to have resources assigned to resolve the issue.將客戶的投訴上報(bào)給項(xiàng)目發(fā)起人，分配資源解決該問題Review the risk management plan to determine if the issue was identified and planned inadvance.審查風(fēng)險(xiǎn)管理計(jì)劃，確定是否提前識別和規(guī)劃該問題答案解析：解析：項(xiàng)目經(jīng)理是執(zhí)行組織委派，領(lǐng)

54、導(dǎo)團(tuán)隊(duì)實(shí)現(xiàn)項(xiàng)目目標(biāo)的個(gè)人。當(dāng)項(xiàng)目已完成所有的收尾工作，可交付成果已移交運(yùn)營后，表明項(xiàng)目目標(biāo)已經(jīng)達(dá)成，項(xiàng)目經(jīng)理的使命也已完成，這個(gè)時(shí)候如再有問題，已不是項(xiàng)目經(jīng)理的職責(zé)范圍內(nèi)的事。因此B選項(xiàng)是最佳處理方案，將記錄相關(guān)信息的收尾文件提交客戶參考，同時(shí)由運(yùn)營部門來 解決相關(guān)問題。24. 24.A project sponsor decides to add a feature to the project that affects the project cost, schedule and scope. The change is approved by the change control boa

55、rd.Which process governs the project manager s implementation of the approved change?項(xiàng)目發(fā)起人決定為項(xiàng)目增加一個(gè)功能，但影響項(xiàng)目成本，進(jìn)度和范圍。該變更已經(jīng)獲得變更控制 委員會的批準(zhǔn)。下列哪一項(xiàng)過程可以管理項(xiàng)目經(jīng)理實(shí)施批準(zhǔn)的變更? 單選題 *Control Risks控制風(fēng)險(xiǎn)Control Cost and Schedule控制成本和進(jìn)度Direct and Manager project Work指導(dǎo)和管理項(xiàng)目工作(正確答案)Perform Integrated Change Control實(shí)施整體變更控制

56、答案解析：解析：注意題干問的是哪個(gè)過程來實(shí)施批準(zhǔn)的變更，根據(jù)書PMBOK第六版P90 “指導(dǎo)與管理項(xiàng)目工作是為實(shí)現(xiàn)項(xiàng)目目標(biāo)而領(lǐng)導(dǎo)和執(zhí)行項(xiàng)目管理計(jì)劃中所確定的工作,并實(shí)施已批準(zhǔn)變更的過程”。25. 25.To communicate the project management plan to key stakeholders, announce the start of the project, and share relevant information, what communication tool should the project manager use?若要向關(guān)鍵相關(guān)方溝通項(xiàng)目管

57、理計(jì)劃，宣布項(xiàng)目開始，并分享相關(guān)信息，項(xiàng)目經(jīng)理應(yīng)當(dāng)使用什么溝通工具？ 單選題 *Statue report狀態(tài)報(bào)告Daily stand-up meeting每日站立會議Focus groups焦點(diǎn)小組會議Kick-off meeting項(xiàng)目啟動大會(正確答案)答案解析：解析：PMBOK第六版P86項(xiàng)目開工會議（注意，考試中啟動大會可能是指的開工/踢會，需要看英文辨識，initiate meeting 啟動會，kick-off meeting 開工/踢會）的目的是為了獲得主要相關(guān)方對項(xiàng)目管理計(jì)劃的一致認(rèn)可；傳達(dá)項(xiàng)目目標(biāo)、獲得團(tuán)隊(duì)對項(xiàng)目的承諾；以 及闡明每個(gè)相關(guān)方的角色和責(zé)任。通常意味著規(guī)劃階段

58、結(jié)束和執(zhí)行階段開始。26. 26.An organizations strategy is to expand into emerging markets. A project sponsor is preparing a presentation for executive management that includes information on the projects socioeconomic added value and its ecological impact on the proposed regions. What should be included in the

59、expansion proposal?一家組織的戰(zhàn)略是拓展新興市場。項(xiàng)目發(fā)起人正在準(zhǔn)備一次為管理層召開的演示會，演示內(nèi)容包 括項(xiàng)目的社會經(jīng)濟(jì)附加值及其對擬議地區(qū)生態(tài)影響的相關(guān)信息。拓展建議書中應(yīng)包含哪些內(nèi)容? 單選題 *Risk analysis and risk response strategies for project design, construction, and implementation項(xiàng)目設(shè)計(jì)、施工和實(shí)施的風(fēng)險(xiǎn)分析和風(fēng)險(xiǎn)應(yīng)對策略Detailed cost breakdown and contingency requirements詳細(xì)的成本分解和應(yīng)急需求Opportuni

60、ties for market penetration, profitability, and ROI市場滲透、盈利能力和投資回報(bào)率的機(jī)會(正確答案)Detailed scope of work and timeline for project implementation詳細(xì)的工作范圍和項(xiàng)目實(shí)施時(shí)間表答案解析：解析：根據(jù)題干描述，目前僅處于可行性研究和商業(yè)論證的項(xiàng)目初始啟動階段，這個(gè)時(shí)候不會有對應(yīng)范圍、進(jìn)度、成本和風(fēng)險(xiǎn)等方面的詳細(xì)信息，所以直接排除A,B,D。C選項(xiàng)是這個(gè)階段可以識別的一些內(nèi)容，作為后續(xù)啟動項(xiàng)目的依據(jù)。27. 27.Which of the following is true