7.成本管理

111、 [单选] 你向项目出资人提供了项目的成本估算，他对估算不满意，因为他认为价格太高了。他要你削减项目估算的15%，你该怎么做？

You provide a project cost estimate to the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut 15 percent off the project estimate. What should you do?

A：启动该项目，并不断的节约成本
Start the project and constantly look for cost savings

B：告诉所有团队成员削减其估算的15%
Tell all the team members to cut 15 percent from their estimates

C：告诉出资人要削减的活动
Inform the sponsor of the activities to be cut

D：加入工资率低的额外资源
Add additional resources with low hourly rates

C

8.质量管理

112、 [单选] 在新建水处理厂的建设过程中，政府对处理厂制定了更为严格的质量要求。项目经理接下来应该做什么？

In the middle of the construction of a new water treatment plant, the government established more stringent water quality requirements for treatment plants. What should the project manager do next?

A：根据法律要求，更新质量管理计划
Update the quality management plan due to the legal requirement

B：提交变更请求以更新质量管理计划
Submit a change request to update the quality management plan

C：督促项目发起人更新项目章程
Ask the project sponsor to update the project charter

D：更新范围基准以反映这些变更
Update the scope baseline to reflect the changes

B

14.敏捷–角色–产品负责人PO–职责–1.创建待办列表并排序；2.确认工作优先顺序；3.提供反馈；4.指导开发方向。

–指导开发方向是PO的角色内容：PO对接客户，以确定是否变更以及何时变更。
–重要性：PO的角色不可或缺，需专人负责。
–优先级的问题，应该听PO的。
–设立了PO，还要经过CCB，那设立PO就没有意义。

113、 [单选] 项目经理制定了一个全面的项目管理计划，包括完全详细的WBS和详细的项目进度计划。尽管做了这些努力，但项目仍然落后于计划，因为变更控制委员会（CCB）无法处理大量变更，即使其中大部分已经被产品负责人批准了。项目经理的最佳行动方案是什么？

A project manager has developed a comprehensive project management plan, including a fully elaborated WBS and detailed project schedule. Despite these efforts, the project is running behind schedule because the change control board (CCB) is unable to cope with the high volume of changes, even though most of them have been approved by the product owner. What is the project manager’s best course of action?

A：要求终止现有的项目，并寻求批准来启动一个将使用敏捷方法的新项目
Request the termination of the existing project and seek approval to initiate a new project that will utilize agile methodologies

B：提交变更请求来更新项目进度计划，以反映CCB的长过程时间所造成的延迟
Submit a change request to update the project schedule to reflect the delays caused by the CCB’s long process times

C：寻求批准绕过变更控制过程，让项目团队直接与产品负责人合作
Seek approval to bypass the change control process and have the project team collaborate directly with the product owner

D：告诉产品负责人项目正在使用预测模型，这意味着大多数变更都应该被拒绝
Instruct the product owner that the project is using a predictive model, which means most of the changes should be rejected

B

4.整合管理

114、 [单选] 一个大型复杂项目的项目经理了解到，一位关键干系人反对在项目后期批准的变更，项目经理不愿冒犯这位干系人，但也不希望延迟该项目。项目经理应该做什么？

The project manager of a large and complex project learned that a key party was opposed to changes approved later in the project, and the project manager was unwilling to offend the party, but did not mean to delay the project. What should the project manager do?

A：与该干系人一起审查沟通管理计划
Review the communication management plan with the interested party

B：取消已批准的变更，以满足干系人的要求
Cancel approved changes to meet the requirements of interested parties

C：让干系人参考变更日志，以显示变更批准
Have interested parties refer to the change log to show change approval

D：与干系人一起讨论干系人参与计划
Discuss the stakeholder participation plan with the stakeholder

C

14.敏捷–敏捷团队的衡量结果–项目发起人通常想知道项目什么时候能够完成。一旦团队建立了稳定的速度（每个迭代的故事或故事点的平均数量）或平均周期时间，团队就能够预测项目将花费多长时间。每次速度恒定，说明团队能力稳定，建议将进度基准调节为与速度一致。

115、 [单选] 为了利用早期的收入，一个项目团队正在逐步地生产可交付成果。该项目趋向于满足所有的基准。然而，项目经理已经确定团队的速度在相同的时间段内，在SPI为0.83的前5次冲刺中，速度每次都是50个故事点。项目经理应该如何回应团队的表现？

A project team is producing deliverables incrementally in order to take advantage of early revenue. The project is trending to meet all of the baselines. However, the project manager has determined that the team’s velocity has been 50 points for each of the first five sprints with an SPI of 0.83 over the same time period. How should the project manager respond to the team’s performance?

A：提交变更请求以修订项目进度基准
Submit a change request to revise the project schedule baseline

B：建议团队在冲刺计划中设定更现实的目标
Suggest that the team set more realistic goals during sprint planning

C：打破时间表，让生产力回到正轨
Crash the schedule in order to get productivity back on track

D：为每次冲刺分配60个故事点
Assign the team 60 story points for each sprint going forward

B

11.风险管理

日志更新问题

问题日志、变更日志、风险登记册随时更新，但要依据场景：
（1）问题、变更紧急时，优先处理问题；
（2）风险发生前先更新风险登记册，风险发生后先处理风险。

116、 [单选] 在项目施工阶段，供应商处发生火灾，导致原材料的供应延迟了一周，项目经理已识别到延迟的风险并包含在计划当中，发生这个事件之后，项目经理首先应该怎么做？

During the projects construction phase, a supplier has a fire and the supply of raw material is delayed by a week, the project manager identified the risk of a delay and included it in the plan. After the occurrence of the event, what should the project manager do first?

A：执行风险响应计划
Carry out risk response planning

B：由于材料延误，要求项目延期
Ask for an extension of the project due to delay

C：更新项目基准
Update the project baseline

D：更新风险登记册
Update the risk register

A

7.成本管理–制定预算–工具与技术–应征求具备以下专业知识或接受过相关培训的个人或小组的意见：以往类似项目；来自行业、学科和应用领域的信息；财务原则；资金需求和来源。

117、 [单选] 项目经理正在对比项目预算与行业指数，项目经理注意到项目预算低于类似项目的预算，项目经理应该怎么做？

A project manager is comparing the project budget with the industry index. The project manager noticed that the project budget was lower than the budget for similar projects. What should the project manager do?

A：更新风险登记册
Update risk register

B：调节资金限制
Regulate funding limit

C：执行储备分析
Execute reserve analysis

D：请求专家判断
Request expert judgment

C

9.资源管理

118、 [单选] 一位新团队成员在一个月前加入团队，并接受了资源管理计划中规定的必要培训，这位新团队成员无法按时完成分配的任务，从而影响到团队绩效。项目经理下一步应该怎么做？

A new team member joined the team a month ago and received the necessary training as specified in the resource management plan. The new team member was unable to complete the assigned tasks on time, which affected the team’s performance. How to do it?

A：增加所需的额外培训并更新资源管理计划
Increase additional training required and updating the resource management plan

B：将问题升级上报给管理层，要求将该团队成员调到另一个项目，并找到一位经验更丰富的资源作为替代
Escalate the problem to management, request that the team member be transferred to another project, and find a more experienced resource as an alternative

C：与该团队成员讨论这个问题，并就一项具有可测量纠正措施的行动计划达成一致
Discuss the issue with the team members and agree on an action plan with a measurable corrective action

D：在下一次计划的绩效评估中解决该团队成员的培训需求
Address the training needs of the team members in the next planned performance evaluation

C

5.范围管理–变更管理–瀑布型变更（一次交付、尽量限制、确定性需求 ＞风险储备）–一个中心，两个基本点–一个中心：计划 = 执行–两个基本点：1.内部变更先分析：分析原因、影响、解决方案。2.外部变更先沟通：了解需求，正式提出，核对信息。

119、 [单选] 在一个项目接近完成时，客户请求增加在已批准项目范围以外的额外功能。客户表示如果没有该功能，将不会提供项目验收。项目经理下一步应该做什么？

When a project is nearing completion, the client requests additional features that are not included in the scope of the approved project. The customer stated that without this feature, project acceptance will not be provided. What should the project manager do next?

A：与项目发起人讨论客户的需求，并请求获得他们的批准
Discuss the client’s needs with the project sponsor and request their approval

B：要求客户遵循已批准的工作说明书（SOW）并避免变更
Require customers to follow approved work instructions (sow) and avoid changes

C：分析增加新功能的影响，并在不影响进度计划时将其包含在内
Analyze the impact of adding new features and include them only if they do not affect the schedule

D：收集有关该功能的更多信息，并向变更控制委员会（CCB）提交变更请求
Collect more information about the feature and submit a change request to the Change Control Board (CCB)

D

9.资源管理

120、 [单选] 一位项目团队成员在完成分配的任务时遇到困难。在一个团队会议上，项目经理确定团队中还有其他成员在类似任务方面拥有更多经验。项目经理应该怎么做？

A project team member is struggling to deliver an assigned task. In a team meeting, the project manager determines that there are other members on the team who have more experience with similar tasks. What should the project manager do?

A：请求其中一位经验较丰富的团队成员支持该成员完成任务。
Ask one of the more experienced team members to support the team member with the task.

B：将任务重新分配给其中一位经验较丰富的项目团队成员，以加快完成任务的速度。
Reassign the task to one of the more experienced project team members for a faster completion of the assigned task.

C：要求经验丰富的团队成员制作一份关于如何完成任务的手册。
Ask the experienced team members to produce a manual on how to complete the task.

D：将问题告知项目管理办公室（PMO），并要求替换经验较少的团队成员。
Inform the project management office (PMO) of the issue and request a replacement for the less experienced team member.

D