175：由于另外一位项目经理离职，你接手了他的项目。你所在的公司是一个职能型的组织，不同部门之间互相充满敌意。你负责的这个项目是一个大型的项目，项目活动均是公司之前没有接触过的。你发现项目文件还是比较齐全，包括项目章程、项目管理计划和工作分解结构等等。项目进度和预算均在计划内。然而，团队会议上的气氛总是很紧张，与会者即兴的发言充分表明他们对项目非常不满。你和主要相关方评估了所有的主要项目文件，大家一致认为这些文件都还是很准确的，但这种举措似乎没有解决实际问题。出现此种问题的最佳原因应该为：
You have taken over a project from another manager who left the firm. This is a functional organization and the different units are often rather hostile to each other .The project is a large one involving activities that the organization has never done before .You find that the project has what appears to be adequate documentation, including an agreed-to project charter, project management plan, WBS, etc, The project is on schedule and within budget. However, the atmosphere in meetings with the project members often seems tense, and offhand comments made by participant seem to indicate a high level of dissatisfaction with the project. You review all of the major project documents with the key stakeholders and get agreement that they are still accurate, but this does not seem to solve the problem. What is the MOST likely explanation for this situation?
A：团队成员之间存在个性冲突，需要你来发现并给予解决
There are personality conflicts among the project team members that you need to uncover and resolve.
B：此项目没有一个有效的发起人，所以没有较高的优先级。
The project does not have an effective sponsor and thus is not viewed as a high priority.
C：相关方对项目的完成结果存在不同的期望。
Stakeholders have very different expectations about what the project is supposed to accomplish.
D：公司的组织结构及动因防碍了团队成员之间有效的协作。
The organizational structure and dynamics prevent people from working together effectively.
正确答案：D 我的答案：D
解析：很显然团队的这种紧张气氛是由于不同部门之间充满敌意，职能型组织结构导致的，所以应该选D。指南-2.4.4.1组织结构类型-表2-1组织结构对项目的影响。
183：担心与项目无关的邮件数量，一名团队成员认为其中一个可交付成果将延迟，因为在读和回复邮件上花费了大量时间。项目经理应该怎么做？
Concerned about the quantity of irrelevant project-related emails, a team member think one deliverable will be delayed, because of the time spent reading and replying to emails.What should the project manager do?
A：要求团队成员加班完成工作。
Ask the team member to work overtime to complete the work.
B：要求项目团队更改项目沟通管理计划。
Ask the project team to change the communications management plan.
C：与项目团队一起巩固时间管理计划指南。
Reinforce the time management plan guidelines with the project team.
D：与项目团队一起巩固沟通管理计划指南。
Reinforce the communications management plan guidelines with the project team.
正确答案：D 我的答案：D
解析：所属过程组：监控过程组。所属知识领域：项目沟通管理。沟通管理计划主要是规定“谁以什么样的方式通过什么样的途径发送给谁什么样的信息”的计划，根据题干，应该是项目成员对如何发送、发送给谁等要求不明确，所以首先不应该是更改，应该是巩固沟通计划指南。
132：你刚刚被分配到一个处于实施阶段中期的项目任项目经理，你正在确定你将如何控制这个项目，控制这个项目的最佳方法是：
You have just been assigned as project manager in execution phase and you have to determine how you should control the project,the best way is to:
A：使用综合的沟通方法（使用多面性沟通方法）
Use a combination of communication methods
B：召开项目进度会议
Hold schedule meetings
C：每周参照甘特图
Refer to Gantt chart weekly
D：定期与管理层开会
Meet with management regularly
正确答案：A 我的答案：A
解析：B、C、D都是监控进度的工具和技术，你的管理和沟通方法需要随着具体情况的变化而改变，没有最好的方法，只有最适用的方法。
40：项目遇到了一个未预料到的问题，高级技术领导建议的解决方案没有被团队成员们接受。结果高级技术领导很受挫折。项目经理应该采用哪种技能解决这个问题？
A project has encountered an unexpected technical issue. The senior technical lead suggests a solution which is not accepted by some team members. As a result, the senior technical lead becomesfrustrated.What kind of skills should the project manager use to resolve this issue?
A：培训技能
Training skills
B：技术技能
Technical skills
C：硬技能
Hard skills
D：软技能
Soft skills
正确答案：D 我的答案：D
解析：关注人的感受，处理人际关系的技术统称为“软技术”，与工作相关，处理人机界面的方法称之为“硬技术”。
2：作为一个财务问题的结果，卖方 A 将延迟一项关键产品。项目经理识别到另一个卖方，可以提供类似产品。 项目经理下一步该怎么做？
As a result of a financial problem, seller A will delay a key product. The project manager identified another seller who could provide similar products. What should the project manager do next?
A：向变更控制委员会提交一项变更请求。
Submit a change request to the change control board.
B：与潜在卖方召开投标人会议。
Hold bidders meeting with potential sellers.
C：审查商业论证，确定投资回报。
Review business justification and determine return on investment.
D：向采购部门提交一份变更请求。
Submit a change request to the purchasing department.
正确答案：A 我的答案：D
解析：替换供应商需要走变更流程，重大变更需要向 CCB 提交变更请求。
68：项目的客户告诉项目经理他已经没钱了，不能再支付该项目。项目经理应该首先做什么？
The customer on a project tells the project manager he has run out of money to pay for the project. What should the project manager do FIRST?
A：推迟进度中的多数项目工作，以给客户时间去寻找资金
Shift more of the work to later in the schedule to allow time for the customer to get the funds.
B：进入行政收尾
Enter administrative closure.
C：停止工作
Stop work.
D：解散一部分项目团队
Release part of the project team.
正确答案：B 我的答案：C
解析：每个项目都必须收尾，行政收尾给执行机构带来好处，所以停止工作(选项C)不对。选项 A 和 D 不能解决这个问题，它们只是推迟处理它。当中断项目资金投入后，即项目提前结束，应执行项目收尾过程。项目收尾包含产品或服务的移交、行政收尾和采办收尾三方面。
165：一个多阶段项目发起人离开公司，项目文件已获得批准并满足其目标。资源预算已到位。项目经理接下来应该怎么做？
The sponsor of a multiphase project quits the company. The project is documented and is meeting its objectives. The resourcing budget is in place. What should the project manager do next?
A：在离开组织的发起人的主管同意下，评估项目的持续需求
Assess the continuous project need by agree of the superior of the sponsor quit
B：立即开始项目收尾过程
immediately start the project closing process
C：检查与商业论证的符合性
check alignment with the business study
D：延迟重新评估，直至项目结束并资金已经完全使用。
delay reassessment till the prefect funding has been used at the end of the project
正确答案：C 我的答案：A
解析：如果商业论证符合组织需求，发起人更换，项目也可以继续。
57：项目经理在项目执行阶段已经收集了工作绩效信息。此项活动的主要目的是什么？
A project manager has been collecting work performance information during the project execution phase. What is the main purpose of this action?
A：监测成本，进度，和可交付状态
To monitor cost, schedule progress, and deliverable status.
B：监测小组成员执行的项目进程
To monitor team member performance in the project
C：评估项目团队的培训需求
To assess training requirements within the project team
D：更新项目管理计划
To update the project management plan
正确答案：A 我的答案：A
解析：4.3在项目执行过程中，收集工作绩效数据并传达给合适的控制过程做进一步分析。通过分析工作绩 效数据，得到关于可交付成果的完成情况以及与项目绩效相关的其他细节，工作绩效数据也用作监 控过程组的输入，并可作为反馈输入到经验教训库，以改善未来工作包的绩效。工作绩效数据包括已完成的工作、关键绩效指标 (KPI)、技术绩效测量结果、进度活动的实 际开始日期和完成日期、已完成的故事点、可交付成果状态、进度进展情况、变更请求的数量、缺 陷的数量、实际发生的成本、实际持续时间等
142：项目执行过程中，项目经理决定某一外购材料需要变更。项目经理召开团队会议讨论如何做变更，这是以下哪项的例子？
During project executing, the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of:
A：目标管理
management by objectives.
B：缺乏变更控制系统
lack of a change control system.
C：良好的团队关系
good team relations.
D：缺少一个清晰的工作分解结构
lack of a clear work breakdown structure.
正确答案：B 我的答案：B
解析：所有变更请求都必须以书面形式记录，并纳入变更管理/配置管理系统中，由变更管理控制系统和配置控制系统中所列的过程进行处理。附带整体变更控制功能的配置管理系统可以提供标准化、效果好和效率高的方式来集中管理已批准的变更和基准。题目中，当项目出现了变更请求，项目经理还要组织团队会议讨论如何做变更，而不是通过变更控制系统来进行变更，说明缺乏变更控制系统。
161：管理层已经向你保证如果你提前完成该项目，客户会给你一部分奖励。在最后完成一主要的交付成果时，你的团队告诉你该应付成果满足合同的要求但是不能提供客户所需的功能。如果该交付成果已经晚了，所以项目不能提前完成了。你应该采取什么措施？
Management has promised you part of the incentive fee from the customer if you complete the project early. While finalizing a major deliverable, your team informs you that the deliverable meets the requirements in the contract but will not provide the functionality the customer needs. If the deliverable is late, the project will not be completed early. What action should you take?
A：就这样递交交付成果
Provide the deliverable as it is.
B：告诉客户情况是这样的，寻找一个双方都能接受的解决方法
Inform the customer of the situation and work out a mutually agreeable solution.
C：开始由客户编写引起延误的列表以准备谈判
Start to compile a list of delays caused by the customer to prepare for negotiations.
D：悄悄削减其它活动以为修复该交付成果节约时间
Cut out other activities in a way that will be unnoticed to provide more time to fix the deliverable.
正确答案：B 我的答案：B
解析：选项 A 和 D 忽略了客户的最大利益。应已与其它变更命令一起解决了任何延期，所以选项 C 不对。正确的解决方法是和客户谈(选项 B)。你也许还能赢得奖金并找到一个双方都同意的解决方法。想想告诉客户能带来的商誉。
114：一个为期两年的项目完成了50%，进度绩效指数1.051和成本绩效指数为1.02。一个新的项目进入投资组合，被视为一个优先级并且高于当前的项目。因此，目前项目失去了三个关键资源。尽管资源紧张，但是高级主管仍然要求项目经理按时完成项目，并且按照预算且不会有额外的资源补给。项目经理应该怎样做？
A two-year project is 50% complete has a schedule performance index of 1.051and a cost performance index of 1.02, A new project enters the portfolio and is deemed a higher priority than the current project. As a result, the current project loses three key resources. Despite tossing resources, the project manager is asked by senior management to complete the project on time and within budget without additional resources. What should do next？
A：执行资源平衡
executive resources balance
B：赶工
crashing
C：变更项目基准
change the project baseline
D：实施偏差分析
implements deviation analysis
正确答案：D 我的答案：C
解析：出现了关键资源被调走这种情况要首先进行偏差分析，确定目前的绩效情况，偏离基准的情况和程度，然后再决定是否需要采取纠正或预防措施，所以选D，题目中其它选项都是措施，是在D的基础上进行的，所以选D。
136：因为完成可交付成果1和2需要额外的资源技能，1 期的实际成本为 55,000 美元。项目的可交付成果和质量是不可协商的。在 II 期开始前，项目经理应该怎么做？
The actual cost of phase I is US$55,000, because additional resource skill sets were required to complete both deliverables I and 2. The deliverables and quality of the project are non negotiable. Before the opening of phase II occurs, what should the project manager do?
A：确保具有批准增加 20，000 美元预算的变更管理文件。
Ensure there is a change management document approving the additional US$20.000 to the budget
B：验证 II 期资源需求的项目计划。
Validate the project plan for phase it’s resource requirements
C：确定如何从 II 期或 III 期削减 20,000 美元。
Determine how US$20,000 will be cut from phase II phase III
D：确定相关方应重新考虑 II 期或 III 期的哪些可交付成果。
Determine which deliverables from phase II of phase 3 the stakeholders should reconsider
正确答案：B 我的答案：A
解析：项目成本管理 因为项目的可交付成果和质量是不可协商的，因此第二三阶段也会有可交付成果 1 和 2，条件不变的情况下也会增加额外的资源技能，因此需要再第二期开始之前重新进行验证成本计划。又因为第二期还有其它第一期没有包含的可交付成果，因此不确定是否只用增加 20000，A 不准确。选 B。
5：在定义活动过程中，一团队成员开始讨论一个项目经理从来没有听过的活动。此时项目经理应该 怎么做？
During the Define Activities process, a team member begins to discuss activities that the project manager has never heard discussed. What should the project manager do?
A：确保团队成员理解并将这些活动包含在活动清单里了。
Make sure he has a good understanding of the activities and include the activities in the activity list.
B：询问团队成员需要完成这些活动的原因。
Ask the team member to explain why such an activity would be needed to complete the work package.
C：确认所有团队成员都认同这些活动。
Make sure the entire team agrees that the activities should be done.
D：评估变更的影响。
Evaluate the impact of the change.
正确答案：B 我的答案：A
解析：指南-6.2定义活动，识别和记录为完成项目可交付成果而须采取的具体行动的过程。本过程的主要作用是，将工作包分解为进度活动，作为对项目工作进行进度估算、规划、执行、监督和控制的基础，本过程需要在整个项目期间开展。顺序：B-C-A
