资源描述
· 1:一项目经理正在管理他第二个项目，第二个项目在第一个项目开始一个月后启动，两个项目同时进行中。尽管第一个项目很小，但规模与日俱增。每经历一天，项目经理就越加感到需要帮助。最近，项目经理听说去年公司某一项目和自己的第二个项目非常相似，项目经理该如何做？
A project manager is managing his second project. It started one month after the first and both are ongoing. Though his first project is small, this one seems to be growing in size every day. As each day passes, the project manager is beginning to feel more and more in need of help. The project manager has recently heard that there was another project in the company last year that is similar to his second project. What should he do?
A.联系那位项目经理寻求帮助。
Contact the other project manager and ask for assistance.
B.从 PMO 处获取历史记录及指导原则。
Obtain historical records and guidance from the PMO.
C.等待并确定项目是否会受到范围扩大的影响
Wait to see if the project is impacted by the growth in scope.
D.确保所有相关方同意项目范围。
Make sure the scope for the project is agreed to by all the stakeholders.
· 2:一些新需求在项目范围批准后被识别。项目经理应该做什么？
After approval of project scope, new requirements are identifie What should the project manager do?
A.调整范围。
Adjust the scope.
B.按原计划继续。
Continue as planned
C.评估影响。
Assess the impact.
D.修订各种计划。
Amend the various plans.
· 3:应急储备应：
The cost reserve should be:
A.隐蔽，以防止管理层不批准该项资金
Hidden to prevent management from disallowing the reserve
B.加到每项任务上，以防止客户知道该储备金的存在
Added to each task to preserve the customer from knowing that a reserve exists
C.由管理层掌握，用来填补成本超支
Maintained by management to cover cost overruns
D.加到项目的基本成本上，用来解决风险问题
Added to the base costs of the project to account for risks
· 4:离完成分配的任务只剩 30 天时，一名项目团队成员离开公司。可惜的是，没有可用的替代资源。项目经理在项目进度计划中包含一个应急储备金。为了计算剩余的应急储备金，项目经理应该使用什么技术？
From the completion of assigned tasks only 30 days, a project team members leave the company. Unfortunately, there is no available alternative resources. Project manager includes a contingency reserve in the project schedule. In order to calculate the remaining contingency reserve, the project manager should use what technology?
A.风险审计
risk audit
B.趋势分析
trend analysis
C.储备分析
Reserves analysis
D.技术绩效衡量
Technical performance measurement
· 5:在项目开始时，一名关键资源计划退休。项目经理应该怎么做？
At the start of a project, a key resource plans to retire. What the project manager should do?
A.修订工作分解结构（WBS）。
Revise the work breakdown structure (WBS).
B.与项目发起人合作，找到适合的替代资源。
Work with the sponsor to find a suitable replacement for the key resource.
C.与职能经理协商获得一名同等相当资源。
Negotiate with the functional manager to obtain to obtain an equal resource.
D.更新风险登记册。
Update the risk register.
· 6:设备可用性风险图 风险 概率 影响 零部件可靠性 0.3 $1500万美元 多个问题 0.8 $450万美元 技术人员技能水平 0.5 $800万美元 零部件可获得性 0.2 $250万美元 自然灾害 0.1 $3000万美元 设备环境 0.9 $75万美元 无效的错误监测 0.15 $250万美元 资源不足 0.15 $450万美元 项目团队执行高层次风险评估，并识别出表中所有的风险。为制定应急计划，项目经理应在下列哪一项上花最少的时间？
Equipment Availability Risk Chart Risks Probability Impact Parts Reliability 0.3 US$15 million Multiple issues 0.8 US$4.5 million Technician skill level 0.5 US$8 million Part availability 0.2 US$2.5 million Natural disaster 0.1 US$30 million Equipment environment 0.9 US$750,000 Ineffective error monitoring 0.15 US$2.5 million Inadequate resource 0.15 US$4.5 million The project team to perform high-level risk assessment, and identify all the risks in the table. To develop contingency plans, project manager should spend the least amount of time on which of the following items？
A.技术人员技能水平
Technician skill level
B.零部件可获得性
Part availability
C.自然灾害
Natural disaster
D.无效的错误监测
Ineffective error monitoring
· 7:在项目执行阶段，项目经理意识到项目相关方一直延迟答复敏感性电子邮件。项目经理应该怎么做？
During a project’s execution phase, the project manager realizes that a stakeholder is consistently late in responding to sensitive emails. What should the project manager do?
A.将其作为一个沟通问题记录在风险登记册中。
Log it in the risk register as a communication issue.
B.参阅监督沟通过程，获得替代沟通方式。
Refer to the Control Communications process for an alternative form of communication.
C.修订沟通管理计划中使用的沟通渠道。
Revise the communication channel being used in the communications management plan.
D.请求项目发起人解决该项目相关方的问题。
Ask the project sponsor to address the issue with the stakeholder.
· 8:项目经理相信, 管理的最佳方式是在团队中形成良好的、和谐的工作关系, 高效团队将随后而来。从而带来高绩效。项目经理可被定义为一个_____ 经理。
A project manager believes that the best way to manage is to form a good, harmonious working relationship with the team, and high performance will follow. The project manager could be defined as a _____ manager．
A.1, 9
1, 9
B.9, 1
9, 1
C.1, 1
1, 1
D.9, 9
9, 9
· 9:项目开始时，项目发起人通知项目经理必须优先考虑成本控制。在规划期间，项目经理确定由外部供应商制造的部件需求明确，不大可能发生变化。 项目经理应该对该供应商使用什么合同类型？
When the project starts, the project sponsor notifies the project manager that the cost control must be given priority. During the planning period, the project manager determines that parts manufactured by external suppliers are clearly required and unlikely to change. What type of contract should the project manager use for the supplier?
A.总价加激励费用合同（FPIF）
Fixed Price Incentive Fee Contract （FPIF）
B.成本加激励费用合同（CPIF）
Cost Plus Incentive Fee Contract（CPIF）
C.工料合同（T&M）
Time and Material Contract（T&M）
D.固定总价合同（FFP）
Firm Fixed Price Contract（FFP）
· 10:在开发一个新产品时，耐久性测试是关键路径上的一项重要活动。然而，测试设施被一个优先级较高的项目占用，且占用时间比原计划长。 项目经理接下来应该怎么做？
In the development of a new project the endurance testing is an important activity on the critical path. However, the last facility is occupied by a higher project, Which is taking longer than initially planne What should the project manager do text?
A.为延迟的项目开展根本原因分析
Perform a root cause analysis for the delayed project.
B.审查风险登记册中的适当响应
Review the risk register for the appropriate response
C.将延期情况通知项目相关方
Inform the project stakeholders about the delay
D.将问题上报给高级管理层
Escalate the issue to senior management.
· 11:项目经理邀请一名有经验的工程师出席项目启动大会，讨论记录的历史限制和制约的因素。项目经理使用的是下列哪一项组织资产？
A project manager invites an engineer with experience to an initiation meeting to discuss documented historical limitations and constrains. Which of the following organizational assessor does the project manager use?
A.主题专家
Subject matter expert
B.事业环境因素
Enterprise environmental factors
C.经验教训
Lessons learned
D.专家判断
Expert judgment
· 12:一名项目经理负责管理一个已经经历质量问题的项目。项目经理应使用什么来控制这些质量问题？
A project manager assumes a project that has experienced quality issues. What should the project manager use to control these quality issues?
A.蒙特卡洛模拟
Monte Carlo simulation
B.专家判断
Expert judgment
C.帕累托图
Pareto diagram
D.工作绩效数据分析
Work performance data analysis
· 13:一份重要项目文件的过期版本被误发给一组项目相关方。更新问题日志之后，项目经理下一步应该做什么？
An outdated version of an important project document was mistakenly sent to a group of stakeholders. After updating the issue log, what should the project manager do next?
A.确定纠正措施并执行缺陷补救。
Determine corrective actions, and perform defect repair.
B.确定预防措施并执行缺陷补救。
Determine preventive actions, and perform defect repair.
C.确定纠正措施并更新工作绩效报告。
Determine corrective actions, and update the work performance report.
D.确定预防措施并更新工作绩效报告。
Determine preventive actions, and update the work performance report.
· 14:在一个高层管理会议上，定义了战略组织目标。其中一个目标是通过进入本地区内的一个细分市场提高 8%的销售组合。一名项目经理被任命管理这个项目。项目经理下一步应该怎么做？
At a senior management meeting, strategic organizational goals are define One of the goals is to increase the 8% sales mix by entering a market segment in the local are A project manager was appointed to manage the project. What should the project manager do next?
A.执行成本效益分析。
Implementation cost-benefit analysis
B.召开焦点小组会议收集市场调研。
Hold focus group meeting to collect market research
C.执行相关方分析。
Perform related party analysis
D.查阅组织过程资产。
Review organization process assets
· 15:由于不可预测的项目整合复杂性和资源可用性，导致项目发生进度超支。为了满足项目期限，职能经理要求项目经理在未经测试情况下上线。 若要避免这种情况，项目经理事先应该做什么？
Project progress overruns because of unpredictable project consolidation complexity and resource availability. To meet the project deadline, the functional manager requires the project manager to be online without testing. What should the project manager do in advance to avoid this situation?
A.管理进度偏差
Manage Progress deviations
B.管理风险
Managing risk
C.识别风险
Identify risks
D.识别质量问题
Identify quality issues
· 16:确定需求应从分析下列哪一项的信息开始：
The development of requirements begins with an analysis of the information contained in the：
A.项目章程以及问卷或调查
Project Charter and Questionnaire or Surveys.
B.组织项目资产和项目范围说明书
Organizational project assets and project scope statement.
C.项目章程和相关方登记册
Project charter and stakeholder register
D.相关方登记册和项目范围说明书
Stakeholder register and project scope statement.
· 17:项目经理正在与不同公司部门工作的成员一起组建项目团队。现在团队成员一起工作并 且彼此信任。 团队预期将经历下列哪一项组建阶段？
A project manager is developing a project team with members from different departments and have not worked together. Now, team members work together and trust one another.What development stage should the team expect to experience?
A.形成阶段
Forming
B.成熟阶段
Performing
C.规范阶段
Norming
D.震荡阶段
Storming
· 18:你的某些小组成员不断出现吵架、缺席和工作表现不佳的情况。你已经安排了一次在当地山区进行的团体活动，包括芳香疗法、品尝美酒、温泉浴等等。其它更有趣的活动包括弹球游戏和草地保龄球。你组织这些活动的主要目的是：
Constant bickering, absenteeism, and substandard performance have characterized the behavior of certain members of your team. You have planned a gathering in the local mountains for the teem to engage in a variety of activities, including aromatherapy, wine tasting, meditation, and soaking in sulfur springs hot tubs. Other more strenuous activities, such as croquet and lawn bowling, are also planne Your primary objective for investing time and money in this event is to improve
A.改善小组工作业绩
Team performance
B.提高士气
Morale
C.提高质量
Quality
D.提高个人绩效
Individual performance
· 19:下一次会议之前，一名关键项目发起人需要知道项目的高层级风险和主要需求。该项目发起人希望让项目相关方参与，确保他们的参与程度，并根据当前环境识别主要制约因素。 项目经理首先应该为发起人准备哪一项？
Prior to the next meeting, a critical project’s sponsor needs to know its high-level risks and major requirements. The sponsor wants to involve the stakeholders to ensure their levels of engagement, and to identify the main constraints based on the current environment. What should the project manager prepare first for the sponsor?
A.相关方登记册
Stakeholder register
B.风险分解结构
Risk breakdown structure (RBS)
C.风险管理计划
Risk management plan
D.相关方参与度评估矩阵
Stakeholders engagement assessment matrix
· 20:对要交付的产品和服务的描述可从下面那里找到？
A narrative description of produces or services to be delivered can be found in which of the following?
A.项目计划
Project plan
B.项目工作说明书
Project statement of work
C.项目范围
project scope
D.项目整体计划
Project integration plan
· 21:物业管理团队通知他们的现有办公大楼已经达到其容量。项目经理已经开始为新项目招募资源，包括外包提供商和一些外部承包商。项目经理应考虑下列哪一项？
A property management team advises that their existing office building has reached its capability. A project manager has already started acquiring resources for a new project, which will include outsourced providers and a few external contractors.Which of the following should the project manager consider?
A.组建虚拟团队，从多个地点工作
Forming virtual teams working from multiple locations
B.允许团队成员在远程地点工作
Allowing team members to work from remote locations
C.安排团队成员在不同班次、时间或日期工作
Scheduling team members to work in different shifts, hours, or days
D.提交一份请求，重新安排项目团队的工作地点
Submitting a request to relocate the project team
· 22:一名新的项目经理被任命管理一个项目，而该项目已经在进行中。由于涉及到的资源非常多，新的项目经理弄不清楚每个人的职责范围。新的项目经理可以参阅什么文件来解除他的困惑？
A new project manager is assigned to a project that is already in progress. Because there are so many resources involved, the new project manager is confused about who does what. What document can the new project manager consult to clear their confusion?
A.项目组织图
Project organization chart
B.组织分解结构
Organization breakdown structure
C.责任分配矩阵
Responsibility assignment matrix
D.资源分解结构
Resource breakdown structure
· 23:以下均是指导与管理项目工作的组成部分，除了？
All of the following are parts of direct and manage project work except?
A.定义变更
Identifying changes
B.使用WBS
Using a work breakdown structure
C.实施纠正措施
Implementing corrective actions
D.建立项目监控系统
Setting up a project control system
· 24:在项目执行阶段，一名新项目经理加入团队。项目经理得知关键相关方已经确认和接受一些可交付成果，但还存在关于其它可交付成果验收标准的协商。 若要获得项目相关方对其它可交付成果的验收，项目经理应参阅哪一份文件？
During a project’s execution phase, a new project manager joins the team. The project manager learns that key stakeholders have verified and accepted some deliverables, but there are some ongoing negotiations regarding acceptance criteria of other deliverables. To what should the project manager refer to obtain stakeholders’ accept the other deliverables?
A.变更管理计划
Change management plan
B.质量管理计划
Quality management plan
C.绩效测量指标
Performance metrics
D.需求跟踪矩阵
Requirements traceability matrix
· 25:由于一名资源过度承诺而导致一些任务未完成。项目经理意识到如果使用其他资源将不能按时完成关键路径。 项目经理应使用什么来满足进度计划？
Some tasks have not been completed due to an excessive commitment of resources. The project manager realizes that the critical path will not be completed on time if other resources are use What should the project manager use to meet the progress plan?
A.假设情景分析
Scenario Analysis
B.资源平衡
Resource Balance
C.赶工
Clock
D.资源平滑
Resource Smoothing
· 26:某公司的项目管理办公室（ＰＭＯ）负责协调不同国家的项目. 有些项目在财务上不成功. PMO给组织带来的其中一个好处是什么？
A company’s project management office（PMO）is responsible for coordinating projects in different countries. Some projects did not have financial success. What is one of the benefits a PMO brings to an organization ？
A.为公司项目提供适当的监督
Provides adequate oversight of the company’s project
B.为成功项目提供监督
Provides oversight of successful projects
C.让资源留在成功项目中
Keeps resources in successful projects
D.只需要定期审查不成功的项目
Requires only reviews of unsuccessful projects on a regular basis
· 27:当项目经理通知项目发起人项目落后于进度计划时，项目发起人坚持消减范围以满足项目期限。项目经理不同意，认为项目应延迟交付全部范围。 项目经理下一步应该怎么做？
When a project manager informs the sponsor that the project is behind schedule, the sponsor insists that scope must be reduced to meet the deadline. The project manager believes that the project should be delivered later with full scope. What should the project manager do next?
A.接受项目发起人的要求。
Accept the project sponsor’s demands.
B.要求项目团队提供解决方案。
Ask the project team for a solution.
C.保持原始范围，但比计划晚交付。
Maintain the original scope, but deliver later than planne
D.要求关键项目相关方做出最终决策。
Ask key stakeholders to make the final decision.
· 28:施工公司已经被一个投资者联合体聘请来建设一幢公寓楼。施工公司计划将某些工作分包出去；但是，由于房地产市场价值下跌，他们十分关心企业的盈利性。项目经理与分包商签订的最佳合同类型是什么合同？
A construction company has been engaged by a consortium of investors to build a block of apartments. The construction company plans to subcontract some of the work; however, they are very concerned about the profitability of the venture due to falling market values of property. What is the best type of contract for the project manager to agree to with the subcontractors?
A.成本加固定费用合同
Cost-plus-fixed-fee
B.工料合同
Time and material
C.总价加经济价格调整合同
Fixed-price with economic price adjustment
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