151、 [单选] 当项目接近完工时：
As a project approaches completion：
A：就不再需要风险管理
Risk management is no longer needed
B：变更成本一般会增加
The cost of changes typically increase
C：高风险项的有能性会增加
The probability of high-risk items increases
D：不再需要应急储备
Contingency reserves are no longer needed
正确答案：B 你的答案：B
解析：参见 2.4.1 项目生命周期的特征，变更和纠正错误的代价在项目接近完成时通常会显著提高，所以选 B。考点：项目生命周期特征。
152、 [单选] 客户要求新产品必须尽快推向市场，客户要求项目经理进一步压缩项目进度，项目经理接下来应该怎么做？
The customer requests the new product to be on the market as soon as possible, the customer asks the project manager to further compress the project progress, what should the project manager do next?
A：告知客户进度无法更改
Informing the customer that the progress cannot be changed
B：要求客户提交变更请求
Request a customer to submit a change request
C：修订关键路径并将新进度通知团队
Revise critical paths and notify the team of new progress
D：协商变更范围，并压缩进度
Negotiate the scope of changes and compress progress
正确答案：B 你的答案：B
解析：压缩关键路径上的活动才能够对项目进度压缩，影响关键路径上的活动，应提交变更请求。
153、 [单选] 项目经理在管理客户期望以及指导实现项目目标方面有困难。若要解决这些问题，项目经理应将客户的高层次需求记录在哪里？
A project manager is having difficulty managing customer expectations, and directing the achievement of project goals, where should the project manager have documented the customer’s high-level needs to address these issues?
A：项目章程
Project charter
B：工作分解结构（WBS）
Work breakdown structure (WBS)
C：需求管理计划
Requirements management plan
D：相关方参与计划
Stakeholder management plan
正确答案：A 你的答案：A
解析：指南-4.1.3.1项目章程，由项目启动者或发起人发布的，正式批准项目并授权项目经理在项目活动中使用组织资源的文件。在项目章程中记录了关于项目和项目预期交付的产品、服务或成果的高层级信息。
154、 [单选] 项目经理与项目相关方开会，收集需求并制作项目需求文档。项目经理下一步该怎么做？
The project manager meets with the stakeholders, gathers requirements, and develop the project requirement documentation. What should the project manager do next?
A：制定需求基准，并获得关键关系人的批准
Baseline the requirement and obtain key stakeholders approve
B：与团队一起创建工作分解结构
Create the work breakdown structure with team
C：准备一份详细的项目范围说明书
Prepare a detailed project scope statement
D：制定项目管理计划
Develop a project management plan
正确答案：C 你的答案：B
解析：见 PMBOK5/5.3/定义范围。从需求文件中选取最终的项目需求，然后制定出关于项目及其产品、服务或成果的详细描述。
155、 [单选] 在项目即将进人收尾阶段时，项目经理发现了一项原来没有考虑到的新风险。该风险一旦发生，可能给最终的可交付成果带来重要影响，甚至可能使其不能被客户接受。项目经理应该怎么做？
When the project is about to close, the project manager has identified a new risk that was not considered previously. Should this risk occur, it may cause a significant impact on the final deliverables, and may even make it unacceptable to the client. Then, what should the project manager do?
A：把该风险的影响通知管理层和客户
To inform the management and client of the impact of such risk
B：进行定性风险分析
To perform qualitative risk analysis
C：制定风险缓解措施
To work out risk mitigation action
D：增加应急储备
To increase emergency reserves
正确答案：B 你的答案：A
解析：PMBOK（6）P453-11.7监督风险。在整个项目期间，监督商定地风险应对计划的实施、跟踪已识别风险、识别和分析新风险，评估风险管理有效性。
156、 [单选] 在项目评审会上，从事活动 AD 的项目团队成员通知项目经理，完成该活动还需要三天，组织的高级经理要求项目经理，即使需要额外的预算，也必须找到方法，按原定基准计划交付项目。项目应该使用什么方法来满足高级经理的需求？
During a project review meeting, the project team member working on activity AD advises the project manager that it will take three more days to complete the activity. The organization's senior manager asks the project manager to find ways to deliver the project according to the original baseline plan, even though it may need additional budget. What should the project manager use to meet the senior manager's needs?
A：使用快速跟进
Use fast tracking
B：使用赶工
Use fast crashing
C：应用关键链法
D：应用时间提前量和时间滞后量
Apply leads and lags
正确答案：B 你的答案：B
解析：指南-6.5.2.6进度压缩，赶工。题中提到了“额外的预算”，即多花钱是可以的，一般表现为加班，加人，达到赶工的目的
157、 [单选] 你决定要在公司中组建一个PMP考试的学习小组，邀请公司内部其他的项目经理一起参加，以此帮助大家更好地准备这次考试。由于公司总经理已经决定要奖励每个通过考试的人5000美元，所以每个人都有了很强的动力要通过考试。那么，在组织这个学习小组的过程中你要采用什么类型的沟通方式呢？
You have decided to organize a study group of other project managers in your organization to help prepare for the PMP exam. Everyone is highly motivated to earn the credential because the CEO has decided to pay a ￥5,000 bonus to each person who becomes certified. What type of communication are you employing in your efforts to organize this group?
A：横向沟通
Horizontal
B：向下沟通
Vertical
C：正式沟通
Formal
D：外部沟通
External
正确答案：A 你的答案：A
解析：横向沟通：针对项目经理或团队的同级人员
158、 [单选] 这个图中的关键路径是什么？
In this diagram, what is the critical path?
A：B-F-J
B-F-J
B：B-E-H-J
B-E-H-J
C：B-D-H-J
B-D-H-J
D：C-G-I-J
C-G-I-J
正确答案：B 你的答案：C
解析：见 PMBOK5/6.6.2.2/关键路径。由图可以得出：BEHJ 持续时间=2+6+3+3=14。这条路径最长无图
159、 [单选] 你所在的公司正在考虑启动一个新产品研发项目。公司的总工程师要求采用“最先进的设计方法”，公司的营销总监要求未来的新产品要“绝对好卖”，而公司分管生产的副总经理则要求“制造成本低”。公司准备聘请你担任该项目的项目经理。你最应该做下列哪项？
Your company is considering to kick off a new product development project. The chief engineer requests that the "most advanced design method" should be used, the marketing director requests the proposed new product to be "best-seller", while the deputy general manager who is in charge of production requests “low manufacturing costs.” The company is ready to appoint you as the project manager. Which of the following options should you do in the first place?
A：优先满足总工程师的要求，因为他是你的顶头上司
To give priority to the request from the chief engineer because he is your immediate superior
B：优先满足营销总监的要求，以便给公司带来尽可能多的利润
To give priority to the request from the marketing director, so as to bring substantial profits as much as possible to the company
C：优先满足生产副总经理的要求，以便最大限度地降低生产成本
To give priority to the request from the deputy general manager who is in charge of production to reduce production cost to the extent possible
D：确保所有要求都是可以测量的
To make sure that all requests are measurable
正确答案：D 你的答案：D
解析：PMBOK（6）P523-13.3管理相关方参与。与相关方进行沟通和协作以满足其需求与期望、处理问题，促进相关方合理参与。
160、 [单选] 一个项目要求从外部供应商购买一些服务器。标准程序要求在做出采购决策前需考虑三个供应商的报价。项目经理应该怎么做？
A project requires that some servers be purchased from external vendors. Standard procedure requires that three vendor quotations be obtained before making a purchasing decision. What should the project manager do?
A：发出投标邀请书(IFB)。
Send out an invitation for bid (IFB).
B：准备建议邀请书（RFP）。
Prepare a request for proposal (RFP).
C：提交采购订单（PO）。
Submit a purchase order (PO).
D：发出洽谈邀请。
Send out an invitation for negotiation.
正确答案：A 你的答案：A
解析：采购文件是用于征求潜在卖方的建议书。如果主要依据价格来选择卖方（如购买商业或标准产品时），通常就使用标书、投标或报价等术语。如果主要依据其他考虑（如技术能力或技术方法）来选择卖方，通常就使用诸如建议书的术语。采购订单是采购方直接向供应商下单的，并未体现供应商报价的环节。
161、 [单选] 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。如未能如期交付，项目将不会提早完成。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 你的答案：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。
162、 [单选] 在项目执行过程中，项目团队需要按项目沟通计划的要求召开项目状态评审会议。为了使会议有效进行，沟通计划要求相关成员在预定的状态评审会议之前2天提交项目进展情况报告。尽管他们过去都严格按计划执行，但这次却直到状态评审会议之前4小时才提交了报告。你粗略地看了一下报告，发现其中有几处严重的错误。此时项目经理应该怎么做？
During the project execution, the project team is required to hold the project status review meeting according to the project execution plan. In order to make the meeting held effectively, the communication plan requires the relevant members to submit the project progress report 2 days before the scheduled status review meeting is held. Although this practice was strictly in accordance with the plan, but this report is submitted until 4 hours before the status review meeting is held. You quick-read the report and discover a few of major errors. What should the project manager do in this case?
A：照常召开状态评审会议，并计划在会议上纠正这几处错误
To hold the status review meeting as usual and to plan to correct such errors at the meeting.
B：要求团队纠正错误，并推迟状态评审会议
To request the team to correct such errors and to postpone the status review meeting
C：查明是谁引起的错误，并加以处罚
To identify who caused such errors and to impose punishment where appropriate.
D：照常召开状态评审会议，并看看其他人能否发现这几处错误
To hold a status review meeting as usual and to see if others can find such errors.
正确答案：B 你的答案：B
解析：PMBOK（6）P95-4.3.2.5指导与管理项目执行-会议。会前做好准备是会议管理常识，没有准备好就开会，可能引起参会项目相关方的反感，和不必要的新问题产生。
163、 [单选] 项目经理希望确定产生项目中大部分问题或缺陷的原因。为帮助确定问题，项目经理应该使用哪项工具？
A project manager wants to identify the causes that product the large majority of the problems or defects in a project. Which tool should the project manager use to help identify the problem areas?
A：控制图
Control charts
B：流程图
Flow chart
C：帕累托图
Pareto chart
D：散点图
Scatter diagram
正确答案：C 你的答案：C
解析：帕累托图，是一种特殊的垂直条形图，用于识别造成大多数问题的少数重要原因。
164、 [单选] 项目经理与客户一起进行检查，确认项目可交付成果是否符合产品验收标准并满足客户的期望。这些行动属于下列哪一个过程的组成部分？
The project manager conducts an inspection with the customer to confirm that the project deliverables meet the product acceptance criteria and fulfill the customer’s expectation. These actions are part of which of the following processes?
A：控制质量
Control Quality
B：项目或阶段收尾
Close Project or Phase
C：控制范围
Control Scope
D：确认范围
validate Scope
正确答案：D 你的答案：D
解析：指南-5.5确认范围，是正式验收已完成的项目可交付成果的过程。本过程的主要作用是，使验收过程具有客 观性；同时通过确认每个可交付成果，来提高最终产品、服务或成果获得验收的可能性。
165、 [单选] 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 你的答案：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。
166、 [单选] 以下哪一项最好地说明了在信息有限地情况下进行的成本或周期预测的特点？
Which of the following statements best characterizes a cost or duration estimate developed with a limited amount of information?
A：它应该是需要的管理储备规划的一部分
It should be part of the planning for the needed management reserve.
B：它是识别风险的输入项
It is an input to identify risks.
C：它是识别风险的输出项
It is an output to identify risks.
D：它是项目风险优先排序中必须考虑的因素
It must be factored into the list of prioritized project risks.
正确答案：B 你的答案：A
解析：参见PMBOK第6版11.2.1.2项目文件，成本估算和持续时间估算作为识别风险的输入项
167、 [单选] 项目团队定期向客户演示软件。客户在这些演示中请求变更，然后团队合并这些变更。这导致团队落后于进度计划。 若要预防这个问题，项目经理应该事先做什么？
The project team demonstrates software to a client on a regular basis. The client requests changes among demonstrations, which the team then incorporates. This causes the team to fail behind schedule. What should the project manager have done to prevent this?
A：使用快速跟进
Used fast tracking
B：将这种变更定义为项目风险
Defined the changes as project risks
C：创建一个变更控制过程
Created a change control process
D：分配更多的项目资源
Assigned more project resources
正确答案：C 你的答案：C
解析：变更需要按照既定的流程进行，对于批准的变更需要安排相应的工作、分配资源以及活动时间，并综合考虑对项目目标的影响，即考虑风险。
168、 [单选] 项目经理从一个符合进度和预算的项目中辞职。在聘用了替代的项目经理后，项目经理提出的意见被团队成员反对。团队处于下列哪一个发展阶段？
A project manager resigns from a project that is on schedule and on budget. A new project manager is hire, the team members oppose the ideas presented by the new project man. The team is in which of the following stages of development?
A：形成阶段
Forming
B：规范阶段
Naming
C：成熟阶段
Performing
D：震荡阶段
Storming
正确答案：D 你的答案：D
解析：震荡阶段：团队成员不能用合作和开放的态度对待不同的观点和意见。
169、 [单选] 项目经理将一个变更请求通知指导委员会这属于下列哪一项范畴？
The project manager informs the Steering Committee of a change request which of the following categories?
A：推式沟通
Push type communication
B：纠正措施
Corrective action
C：公开沟通
Open communication
D：预防措施
Preventive measures
正确答案：A 你的答案：D
解析：参见 PMBOK 10.1.2.4。考点：推式沟通。
170、 [单选] 午餐时，你会遇到一位管理大型营业额化工厂项目的同事。你的同事很担心，因为客户是不理性的，要求进行对范围计划和成本产生严重影响的变更，客户也没有准备好接受对时间表和成本的额外影响。同事寻求你的建议，此时应该怎么做？
At lunch, you will meet a colleague who is managing a chemical plant project with high revenue. Your colleague is very concerned because the customer is irrational and he requests changes that have a serious impact on scope planning and costs, the client is not ready to accept the additional impact on timeline and cost. The colleague seeks your advice, what should you do in this case?
A：拒绝让步，不做任何改变
To decline to compromise and make no changes
B：要求其执行管理层对客户提起法律诉讼
To request its executive management to lodge legal proceedings against the client
C：最终客户永远是对的,所以继续进行改变吸收对成本，进度和范围的影响
The final client is always right, so keep making changes to absorb the impact on cost, schedule and scope
D：与客户建立会议，以更好地了解变更的必要性要求
To convene a meeting with the client for better understanding the necessity for making such changes.
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
171、 [单选] 办公楼建设项目已进人内部装修阶段，某一重要相关方来项目进行视察，口头要求给所有办公室增加百叶窗帘。这项工作本不在项目工作范围内。此时，项目预算还有较大结余。作为项目经理，你最好做什么？
When the office building construction project has entered the interior finish stage, an important stakeholder inspects the project site and orally requests that all offices should be added with blinds. This is beyond the project scope. At this point, there is a large amount of budget surplus. As the project manager, what is the best practice for you?
A：直接拒绝他的要求
To turn down his request straightforwardly
B：请他提交正式的书面变更请求
To request him to submit a formal written change request
C：动用项目预算满足他的要求
To meet his requirement with the project budget
D：评估此项变更带来的影响
To assess the impact of such change
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。按照变更控制流程，首先提出变更请求，然后进入变更流程，进行评估，评估影响，若在没有提交变更请求的情况下进行评估，不属于变更。
172、 [单选] 你所在的公司主要生产方便面。你们的产品一直很受消费者的欢迎，更没有出现任何与食品安全有关的质量问题。但是，最近一个月，你们已经接到三次关于质量问题的消费者投诉，说是在食用方便面之后发生腹泻。被消费者投诉的产品，是一种新型的产品，其中有一种新的调味品。它是通过一条专门的作业线添加的。公司高级管理层任命你领导一个团队来调查所发生的问题。你和你的团队决定使用以下哪一种技术?
The main product line of your company is instant noodles. Your products have been very popular among consumers, no quality issues concerning food safety occurred. But you have received three consumer complaints about quality issues in the last month, claiming diarrhea after eating your instant noodles. The product complained by consumers is a new product type, including a new seasoning. It is added on a dedicated production line. The senior management of the company appoints you as a team leader to look into the issues that occurred. Which of the following techniques do you and your team decide to use?
A：实验设计
Experiment design
B：控制图
Control diagram
C：流程图
Flow diagram
D：帕累托图
Pareto chart
正确答案：C 你的答案：C
解析：PMBOK（6）P284-8.1.2.5规划质量管理-数据表现-流程图。又被称为过程流向图，可以帮助改进过程并识别可能出现质量缺陷或其他质量问题的地方。
173、 [单选] 项目被认为处于失控状态，原项目经理已经辞职，新项目经理被要求核实项目当前的质量水平并采取纠正措施，项目经理首先应当怎么做?
The project is considered to be out of control, the former project manager has already resigned, the new project manager is required to verify the current quality level of the project and take corrective actions. What should the project manager do in the first place?
A：审核项目管理计划
To review the project management plan
B：制订风险应对计划
To work out a risk response plan
C：着手绘制控制图
To draw up the control diagram
D：和团队开会讨论
To hold a meeting with the team to discuss this matter
正确答案：A 你的答案：A
解析：PMBOK（6）P86-4.2.3.1制定项目管理计划-项目管理计划。说明项目执行、监控和收尾方式的一份文件。
174、 [单选] 高级管理层将项目经理分派到一个国际开发项目上。项目发起人提供文件，作为编制项目章程的依据。项目经理拥有工作说明书、合同、组织过程文件以及其它文件。项目经理下一步应该怎么做？
Senior management assigns the project manager to an international development project. The project sponsor provides documents as input to develop the project charter. The project manager has the statement of work, business case,contract, organizational process documents, as well as other documents. What should be the next stop for the project manager?
A：整理所有文件，将利用他们作为编制项目章程的依据
Consolidate all the documents and use them as input to the project charter.
B：将奖励集中在最重要的文件上，仅把这些文件作为依据
Concentrate on the most important documents and use only these documents as input
C：使用专家判断技巧，评估所有依据文件
Use the technique of expert judgment to assess all of the input documents
D：使用石川图来验证文件
Use an Ishikawa diagram to caudate the documents
正确答案：C 你的答案：C
解析：考点：制定项目章程之专家判断，出处:PMBOK第6版 中 4.1.2.1，专家判断常用于评估制定项目章程的输入文件。可以借助专家判断和专业知识来处理各种技术和管理问题。项目经理在编制章程以前应该首先使用专家判断来评估各种输入。A 已经做了。B 不可以仅依据最重要的文件。D项目经理必须依靠专家判断，而非其它。
175、 [单选] 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 你的答案：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。
176、 [单选] PMP 所在公司打算成立一个 PMO,其上司要求他们指导可能的新项目经理如何制定一份项目章程。PMP 最适当回应是什么?
A PMP’s company is trying to establish a PMO. The PMP’s boss asks them to instruct possible new project managers on how to create a project charter. What will be the PMP’s MOST APPROPRIATE response？
A：表示同意。因为他们正在帮助发展项目管理的专业.
They agree because they are possible helping to develop the profession.
B：表示拒绝。因为在未获得组织许可的情况下,告知有关 PMI 的知识是不道德的.
They decline because it would be unethical to talk about PMI knowledge without the organization’s permission.
C：表示拒绝。因为他们将会散播有关项目管理专业人员的保密信息.
They decline because they will be spreading confidential information about the project management profession.
D：表示同意。因为将会产生与承担此项活动有关的个人利益.
They agree because there will be a personal gain associated with undertaking this activity.
正确答案：A 你的答案：A
解析：PMBOK第6版/2.4.4.3 项目管理办公室/项目管理办公室 (PMO) 是对与项目相关的治理过程进行标准化，并促进资源、方法论、工具和技术共享的一个组织结构。 支持型 PMO 担当顾问的角色，向项目提供模板、最佳实践、培训，以及来自其他项目的信息和经验教训。
177、 [单选] 前任项目经理编制了项目预算。在项目进入执行阶段不久，他就离职了。项目经理刚就任该项目的项目经理。通过审查，项目经理发现这个项目预算明显不可行。项目经理应该怎么办?
The former project manager has already prepared the project budget. Shortly after the project proceeds with the execution phase, he resigns. The project manager has just been appointed as the project manager. Through examination, the project manager finds that the project budget is clearly infeasible. Then, what should the project manager do?
A：不采取任何行动，反正没有人指望你能在预算内完工
To take no action, anyway no one expects you to complete the project on budget.
B：重新编制项预算，并按新预算执行
To rework the budget and to perform the new budget
C：向公司报告前任项目经理的无能
To report to the company that the former project manager is incapable of his work
D：向公司提交情况分析报告
To submit to the company the situation analysis report
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。项目在执行阶段，说明前任项目经理制定的项目预算已经得到批准，新人项目经理即使发现了不合理的预算，在没有经过报告、请示和变更请求情况下，不能重新制定预算。必须先报告，获得批准，提出变更请求，变更请求被批准后才能执行。根据题意：项目已经进入执行阶段，说明预算已经被批准了，不能擅自重新编制预算，必须经过变更才能重新编制预算。D在四个选项中最可行，通过上报情况报告，获得上级对变更的批准。
178、 [单选] 在执行管道项目的过程中，管道施工承包商提出使用某种更高级的材料而不改变项目工期和成本目标。在此项改变得到批准后，应该更新哪个文件？
During the pipeline project execution, the pipeline construction contractor proposes using certain higher-grade material without changing the project duration and cost target. After such change is approved, which document should be updated?
A：采购工作说明书
Purchasing specifications
B：合同工作分解结构
Contract WBS
C：质量管理计划
Quality management plan
D：过程改进计划
Process improvement plan
正确答案：A 你的答案：A
解析：PMBOK（6）P477-规划采购管理-采购工作说明书。充分详细描述了拟采购的产品、服务和成果，内容包括：规划、所需数量、质量水平、绩效数据、履约时间、工作地点和其他要求。
179、 [单选] 你的项目团队中有两名成员在过去几周的时间里一直在争论对于这个项目来说哪个项目管理软件最有效的问题，而你已经对他们的争论感到厌烦。因此，你决定要召集一次会议，借机看看他们能否在意见上求同存异，进而向着最佳的解决方案努力，并最终达成共识。你将使用下列哪种类型的争端解决方法？
Two of your team members have been arguing for the past several weeks about which project management software will work best for the project. You are tired of listening to them. So you decide to conduct a meeting to see whether they can reach consensus on the matter by identifying common points of agreement and striving for fair resolution. Which style of conflict resolution will you employ?
A：退步型
Withdrawal
B：缓和型
Smoothing
C：问题解决型
Problem solving
D：妥协型
Compromise
正确答案：B 你的答案：B
解析：9.5.2.1 ，注意：求同存异（努力争取解决问题，并没有说问题解决了）。
180、 [单选] 客户和供应商已经签署了一份合同，合同中约定了项目需求。由于对此类项目具有非常丰富的经验，项目经理指示计划编制团队绕过制订工作分解结构(WBS)这一过程，直接开始安排资源和任务。项目经理从计划中删掉了客户的其中一项需求，因为根据项目经理的经验认定这项需求是没有必要的。但是在项目进行到一半的时候，人工成本就已经超出预算 30%了。 下列哪个原因最有可能造成这种情况?
The customer and supplier have signed a contract stipulating the project requirements. Due to extensive experience on this type of project, the project manager instructs the planning team to bypass the development of a work breakdown structure (WBS) and begin scheduling resources and tasks. The project manager has dropped one of the customer’s requirements from the plan because the project manager’s experience has shown that it is NOT needed. Midway through the project, the labor costs exceed the budget by 30 percent. To what reason would this MOST likely be attributed?
A：未能成功使用参数估算技术
Failure to use parametric estimating techniques
B：未识别的工作没有列入预算
Unidentified work not being budgeted
C：未能成功使用非参数估算技术
Failure to use non-parametric estimating technique
D：有缺陷的缩减
Flawed contracting
正确答案：B 你的答案：B
解析：范围定义出现纰漏导致铁三角中的成本基准发生缺失。
183、 [单选] 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：与项目团队一起强化时间管理计划指南。
Reinforce the time management plan guidelines with the project team.
D：与项目团队一起强化沟通管理计划指南。
Reinforce the communications management plan guidelines with the project team.
正确答案：D 你的答案：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。解析：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。
181、 [单选] 准确和无误差的数据是量化风险分析的基本要求。以下哪一项是你应该用来考察对项目风险理解程度的？
Accurate and unbiased data are essential for qualitative risk analysis. Which of the following should you use to examine the extent of understanding of project risk?
A：数据精确评级
Data precision ranking
B：对项目假设的检验
Project assumptions testing
C：敏感性分析
Sensitivity analysis
D：影响图
Influence diagrams
正确答案：A 你的答案：D
解析：PMBOK第6版 中 11.3.2.3 风险数据质量评估，评估风险数据对风险管理的有用程度的一种技术。它考察人们对风险的理解程度
182、 [单选] 项目团队担心为保持进度计划将需要过度加班。目前，一个产品部件需要花两倍时间生产。项目经理应该通过执行下列哪一项来调整这个问题？
A project team is concerned that excessive overtime will be required to maintain the schedule currently, one product component is taking twice as long to manufacture. The project manager should investigate the issue by performing which of the following?
A：风险效益分析
Risk benefit analysis
B：力场分析
Force field analysis
C：根本原因分析
Root cause analysis
D：成本效益分析
Cost-benefit analysis
正确答案：C 你的答案：D
解析：根本原因分析是分析技术的一种，应用与“监控项目工作”过程，本题中可以通过根本原因分析找到该产品部件生产时间长的原因。根本原因分析：确定引起偏差、缺陷或风险的根本原因的一种分析技术。一项根本原因可能引起多项偏差、缺陷或风险。
184、 [单选] 在项目规划阶段，项目经理完成进度计划。若要确定总体进度计划的灵活性，项目经理应使用下列哪项工作或技术？
During the project’s planning phase, the project manager completes the schedule planning. To make sure the overall flexibility of schedule, the project manager should use which of the following work or technical?
A：关键路径分析
Critical path analysis
B：赶工
Crashing
C：资源平衡
Resource leveling
D：资源日历
Resource calendar
正确答案：A 你的答案：A
解析：指南-6.5.2.2关键路径法，进度计划灵活性受浮动时间影响
185、 [单选] 项目经理被任命管理一个为期多年的项目。在创建工作分解结构（WBS）过程中，项目团队无法分解将在项目后期发生的某些阶段。项目经理应该怎么做？
A project manager is assigned to a multiyear project. During creation of the work breakdown structure（WBS）, the project team is unable to decompose some of the phases that will occur during later stages of the project. What should the project manager do？
A：适当的时候，开展滚动式规划。
Conduct rolling wave planning when appropriate
B：回到需求收集阶段
Return to the requirements gathering stage
C：为这些阶段预估WBS分解
Estimate WBS decomposition for those phases
D：减少项目范围
Reduce the project scope
正确答案：A 你的答案：A
解析：参见 6.2.2.3 。考点：滚动式规划。
186、 [单选] 为了尽可能减少个人偏见对供应商选择所产生的影响，下列哪种是把定性数据定量化的方法？
What is the method for quantifying qualitative data to minimize the effect of personal prejudice in vendor selection?
A：风险分类
Risk categorization
B：筛选系统
Risk categorization
C：独立估算
Independent estimating
D：加权系统
Weighting system
正确答案：D 你的答案：D
解析：加权系统指把定性数据加以量化，以减少个人偏见对供方选择影响的方法。多数加权系统包括：1）对每项评估标准赋予一个数字加权值，2）为期望卖方评定每项评估标准的得分；3）把得分乘以加权值，再 4）把所有乘积相加，求出总的得分
187、 [单选] 项目进入关键阶段，发起人非常担心返工带来的风险，可以用哪个工具消除发起人的担忧？
The project entered a critical phase, the initiator is very worried about the risks brought by rework, which tool can be used to eliminate the sponsor's concerns?
A：因果图
Cause and Effect Diagram
B：帕累托图
Pareto chart
C：散点图
Scatter diagram
D：控制图
Control chart
正确答案：D 你的答案：D
解析：PMBOK（6）P729-术语表-控制图。按时间顺序展示过程数据，并将这些数据与既定的控制界限相比较的一种图形。
188、 [单选] 你所在的公司采用职能型组织结构，各部门各自为政、分工负责，不能为完成跨部门的工作而有效合作。受管理层的委派，你刚刚接任某个大型项目的项目经理。你发现该项目的启动和计划文件都比较齐全，拥有项目工作说明书、项目章程、项目管理计划和项目文件等。按照项目沟通计划的规定，你正在主持召开项目状态评审会议。尽管项目执行完全符合计划，但是参加会议的项目团队成员不经意间流露出了对项目的很大的不满。存在这种情况，最可能的原因是什么?
Your company adopts a functional organizational structure. All departments are self-governed with division of labor and cannot cooperate effectively for the completion of cross-departmental work. You have been just appointed by the company management as the project manager of a large project. You find the project kick-off and planning documents are complete, including statement of work, project charter, project management plan and project documents. According to the project communication plan, you are presiding over the project status review meeting. Although the project execution is in full consistency with the plan, but the project team members who are present at the meeting showed great dissatisfaction with the project unconsciously. What is the most likely reason for this?
A：项目团队成员对项目有不合理的要求
Project team members make unreasonable requests for the project
B：高级管理层对项目的支持力度不够
The senior management provides inadequate support for the project
C：不同的相关方对于项目有不同的要求
Stakeholders have different requests for the project
D：职能型组织结构不适用于这类大型项目
Functional organizational structure does not apply to this large project
正确答案：D 你的答案：B
解析：PMBOK（6）P47-表2-1组织结构对项目的影响。
189、 [单选] 项目目标是为汽车行业开发改进部件，对原型的测量发现，这些通常都超出技术规定界限。分析显示造成这些差异的原因有多种。 项目团队如何确定应首先解决哪个原因？
The aim of a project is to develop improved components for the automotive industry Measurements on the prototypes show that these are often outside the specification limits. An analysis identifies multiples reasons for the variations, How does the project team determine which cause to address first?
A：鱼骨图
Fishbone diagram
B：控制图
Control chart
C：帕累托图
Pareto diagram
D：趋势图
Run chart
正确答案：C 你的答案：C
解析：帕累托图，是一种特殊的垂直条形图，用于识别造成大多数问题的少数重要原因。
190、 [单选] 项目经理最有可能面临的人员问题发生在什么时候？
When does project manager most likely face personnel problem?
A：提交项目报告时
Submitting project report
B：客户来访期间
Customer visiting
C：项目交界点上
The project stage point
D：设计审核会议期间
Designing project review meetings
正确答案：C 你的答案：C
解析：涉及到人员平滑过渡的问题。
191、 [单选] 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
正确答案：C 你的答案：C
解析：所属过程组：监控过程组。所属知识领域：项目风险管理。 考点：风险监督的工具和技术：储备分析。
192、 [单选] 在与相关方召开的批准会上，另一名之前没有提供意见的相关方，质疑项目基准的有效性。在冗长的讨论之后，很明显无法获得最后批准。 项目经理应该采取的适当措施是什么？
During the approval meeting with the stakeholders, another stakeholder, who has not previously provided input, challenges the project baseline. After lengthy discussions, it becomes clear that final approval cannot be given. What is the appropriate action for the project manager to take?
A：说明项目基准的详细情况，并从计划过程开始评估意见数据
Clarity the details of the baseline and evaluate the input date from the planning process
B：向相关方解释在该阶段无法考虑这个意见的原因
Explain to the stakeholder why this input cannot be considered at this stage of the project
C：让相关方提出变更请求评估新的情况
Ask the stakeholder to formulate a change request to evaluate the new situation
D：坚持获得项目计划批准，并在后续阶段对新意见开展调整
Insist on project plan approval and investigation of the new input at a stage
正确答案：A 你的答案：C
解析：题环境描述，现在正在开批准会议，也就是说基准只是一个概念，目前还未获得批准，开会的目的就是为了批准，没有经过批准的基准不能算为真正的基准，准确的称谓应该是：待批准的基准，因此，既然还没有批准就不存在变更问题，变什么呢？没有批准不用申请变更，所以选 D 错误！相关方不同意基准，说明之前没有征得该相关方的意见，忽略了该相关方，他对这个基准形成的过程和数据不清楚，因此要从头开始介绍给他，与他一起分析相关数据，让他参与进来才是正确选项，所以选 A。
193、 [单选] 客户决定更换信息技术服务提供商供应商 A。客户与供应商 B 协调一项协议立即开始服务。项目收尾前，供应商 A 的项目经理应该怎么做？
A customer decides to replace the information technology service provider vendor A.The customer negotiates an agreement with vendor B to immediately initiate their services.Before closing the project, what should vendor A’s project manager do?
A：向法律部门寻求如何继续的意见。
Ask the legal department for advice on how to proceed.
B：确保向客户转让可交付成果的所有权。
Ensure the transfer of ownership of the deliverables to the customer.
C：确保所有相关文档已更新。
Ensure all relevant documentation is updated.
D：与供应商 B 协商提供分包商服务。
Negotiate with vendor B to provide subcontractor services.
正确答案：B 你的答案：B
解析：指南-4.7.3.4 组织过程资产更新，4.7.1.4 验收的可交付成果，如果项目提前终止则应该进入收尾阶段，首先向客户移交可交付成果。
194、 [单选] 在为项目采购关键设备的谈判期间，卖方开始收拾东西准备离开会场，气氛非常紧张。这属于下列哪种谈判策略？
Emotions are running high during negotiations to purchase major equipment for your project when the seller starts to pack up his things. This an example of which negotiation strategy?
A：关键人物不在场
Missing man
B：公平、合理
Fair and reasonable
C：撤退
Withdrawal
D：截止日期
Deadline
正确答案：C 你的答案：C
解析：常见的谈判策略包括：最后期限-为达成协议，定一个最后期限；惊奇-用新的信息带来的惊奇使对方同意；有限的授权-声称没有能力把刚刚达成的协议最后确定下来；不见了的人-声称那位有最后权利的人不在场；公平合理-提出与其他一些情况的比较；战略延迟-要求休会，以便把注意力从现在的讨论中移开；一同推理-一同研究处理遇到的问题，使之对双方都有好处；撤回-就一个问题进行假的攻击，然后撤回以转移注意力；没有道理-设法使对方的要求显得没有道理；既成事实-声称所争论的问题已经被决定下来，不可能加以改变。
195、 [单选] 项目的总计划价值为 150,000 美元，还有 55%的工作还未完成，截止目前为止的实际资金花费达到 90,000 美元。那么项目的完工所需绩效指数是多少？
The project’s total planned value is US$150,000 , with 55% of the work yet to be completed. The actual money spent to date is US$90,000 .What is the project’s to-complete performance index?
A：1.075
1.075
B：1.125
1.125
C：1.175
1.175
D：1.375
1.375
正确答案：D 你的答案：D
解析：1.根据题目描述，BAC=15W，EV=1-55%=45%，AC=9W 2. 计 算 得 到 ： EV=15*0.45=6.75,TCPI=（BAC-EV）/（BAC-AC）=（15-6.75）/（15-9）=8.25/6=1.375。
196、 [单选] 一个项目成员完成了所有分配的项目任务，该资源的经理请求立即将资源调到另一个项目上工作， 项目经理下一步应该怎么做？
When a project member has completed all assigned project tasks, the manager of this resource requests that the resource should be transferred to another project immediately. What should the project manager do in the next step?
A：完成该资源在项目上的绩效评估
To complete the performance assessment of the resource used on the project
B：评估该资源对另一个项目阶段是否有帮助
To assess whether the resource is of help for another project phase
C：建议该经理将其他资源调到另一个项目上
To recommend that the manager should transfer other resources to another project
D：要求该资源记录项目过程的经验教训
To request the resource should record the lessons learned from the project process
正确答案：D 你的答案：A
解析：PMBOK（6）P123-4.7结束项目或阶段。包括总结经验教训。 根据题意：该资源已经完成了所有项目任务，他的经理让他赶快去干别的项目，完成项目工作的标志是除了做完全部项目任务，还要做完经验教训总结。
197、 [单选] 高级主管希望开始一项计划，将公司战略和附加价值与业务计划保持一致。应该先创建下列哪一项？
A senior executive wants to start an initiative align the company’s strategy and add business plan. Which of the following should be developed first?
A：项目和产品的详细描述
Detailed description of project and product
B：描述项目可交付成果和创建这些可交付成果所需工作的说明书
Statement describing the project’s deliverables and the work required to create deliverables
C：定义如何执行、监控和收尾项目的项目计划
Project plan to define how the project is executed, monitored and controlled
D：正式授权一个项目的文件
Document that formally authorizes the project
正确答案：D 你的答案：D
解析：指南-1.2.6.4项目成功标准&4.1.3.1项目章程。
198、 [单选] 你所负责的项目正在执行过程中，一个团队成员找到你，询问关于他的职责和工作，因为他不知道如何去完成工作。项目经理应该给他看什么？
The project you are in charge is in execution. A team member finds you and asks about his duties and functions because he has no idea how to get the work done. What should the project manager show to him?
A：责任分配矩阵
Responsibility assignment matrix (RAM)
B：人员配备管理计划
Staffing management plan
C：项目管理计划
Project Management Plan
D：项目组织机构图
Project organization chart
正确答案：A 你的答案：A
解析：PMBOK（6）P317-9.1.2.2规划资源管理-数据表现-责任分配矩阵。责任分配矩阵展示项目资源在各个工作包中的任务分配。它显示了分配给每个工作包的项目资源，用于说明工作包或活动与项目团队成员之间的关系。
199、 [单选] 信息技术（IT）部将开发一个市场营销部的接口程序，IT 部经理承诺近期交付接口程序。一名项目经理和技术资源被分配到该项目上。由于项目的高优先级，必须立即开始接口程序的相关工作，项目经理与团队开会讨论，并制作了一份满足近期交付日期的进度计划。在项目经理被分配到项目后，项目经理首先应该做什么？
The information technology (IT) department will develop an interface for the department. The IT department manager commits to a near-term delivery date project manager and technical resources are assigned to the project. Due to the priority, work must begin immediately on the interface. The project manager to discuss estimates, and produces a schedule to meet the neat-term delivery After the project manager was assigned the project, what should the project manager do first?
A：制定项目章程
Developed the project charter
B：识别风险
Identified risks
C：记录沟通管理计划
Documented a communications management plan
D：制定项目管理计划
Developed the project management plan
正确答案：A 你的答案：A
解析：所属过程组：启动过程组。所属知识领域：项目整合管理。解析：信息技术（IT）部将开发一个市场营销部的接口程序，IT 部经理承诺近期交付接口程序说明已完成项目工作说明书和商业论证过程，项目经理需制定项目章程并获取批准以正式启动项目。
200、 [单选] 项目 A 的活动取决于项目 B 的任务完成，如果完成项目 B 的活动表示项目 A 的活动完成，则这之间的逻辑是？
The project A’s activity depends on project B task completion, if completed project B activities represent the activities of project A is completed, this is the logic between?
A：完成到开始
Finish to start
B：开始到完成
Start to finish
C：完成到完成
Complete to complete
D：开始到开始
Start to start
正确答案：C 你的答案：C
解析：见 6.3.2.1/紧前关系绘图法。完成到完成（FF)。
