三、进度管理

3、 [单选] 一个项目实施团队需要满足一份非常严格的进度计划。相对于已完成的事项，这样会导致正在进行的工作超过负荷。为了解决这个问题，项目经理需要获得额外的资源。项目经理应该向发起人提供什么理由来支持追加资源的请求？
A project implementation team needs to meet a very strict schedule. Compared with the completed items, this will cause the ongoing work to overload. In order to solve this issue, the project manager needs to obtain additional resources. What reasons should the project manager provide to the sponsor to support the request for additional resources?

A：防止整个项目延迟交付 Prevent delays in project delivery
B：提高团队生产力 Improve the team's productivity
C：在实施过程中推动资源平衡优化 Promote Resource leveling optimization during implementation
D：帮助提高团队士气 Help improve team morale

正确答案：A 你的答案：C

解析：解析：PMBOK（6）P222-6.6控制进度。“一份非常严格进度计划”，说明项目相关方对进度比较关注，比较容易从进度的角度来说服发起人追加资源。选项BC，都是通过对资源管理来提升效率，获得高产出，然而当前团队的工作已经超负荷，排除。选项C，资源平衡会带来关键路径延长，影响工期，与情景不符，排除。

4、 [单选] 在进行绩效评审后，项目经理识别到关键路径上五个工作包的其中一个可能会延迟两周时间。若要确保项目按进度执行，项目经理应该做什么？
In conducting the report, the project manager identified one of the five work packages on the critical path that could be delayed by two weeks. What should the project manager do to ensure that the project is on schedule?

A：通知相关方，并请求更多时间来处理该工作包 Notify the stakeholders and request more time to process the work package
B：请求额外的资源来处理受影响的工作包 Request additional resources to handle the affected work packages
C：分析该工作包以确定是否可以使用一些浮动时间 Analyze the work package to determine if some floating time is available
D：调整受影响工作包的进度管理计划 Adjust the schedule management plan for the affected work packages

正确答案：B 你的答案：C

解析：解析：PMDOK（6）P215，6.5.2.6-进度压缩。选项A，焦点是工期出现了延迟，再请求更多的时间，问题更加严重。选项C，“关键路径”，浮动时间为0。选项D，进度管理计划是针对整个项目的，而不是针对工作包，错误。

5、 [单选] 项目团队正在执行一个分两阶段开展的项目。该项目目前处于第一阶段，第一阶段不涉及任何成本，因为成本均计入下一阶段。某位团队成员在此阶段无法轻松报告进度绩效指数(SPI)。项目经理应该做什么？
The project team is implementing a two-phase project. It is currently in the first phase, which involves no costs, as the costs are included in the next phase. A team member cannot easily report the Schedule Performance Index (SPI) at this phase. What should the project manager do?

A：审查项目管理计划，以便将成本分配到两个阶段，并计算挣值 (EV) Review the project management plan to allocate costs to two phases and calculate earned value (EV)
B：使用挣值和计划值(PV)指标监控进度计划 Monitor the schedule using earned and planned value (PV) metrics
C：将该阶段无法报告进度绩效指数这一情况报告给项目管理办公室(PMO) Report management indices that are not possible to report schedule performance index at this phase to the Project Management Office (PMO)
D：将项目分成多个部分并选择替代指标 Divide the project into multiple sections and select alternative metrics

正确答案：D 你的答案：C

解析：解析：PMBOK（6）P222-6.6控制进度。“无法轻松报告进度绩效指数”，问题出在对数据的定义和测量上，特别是第一个阶段的成本计入了第二个阶段，需要对绩效测量指标进行明确。选项A，成本的核算方式已经明确了，排除。选项B，如果绩效测量指标是清晰完备的，SPI的计算就不存在困难，排除。选项C，发现的问题做为项目经理要积极解决。

6、 [单选] 由于监管要求，项目的上线日期是固定的，项目经理在规划阶段运行了关键路径这种方法，结果显示该项目预计会比规定时间晚两个月完成。项目经理该做什么来纠正这种情况？
Due to regulatory requirements, the project's on-line date is fixed, and the project manager runs a critical path approach during the planning phase, which shows that the project is expected to be completed two months later than the required time. What should the project manager do to correct the project?

A：更新成本管理计划，为该项目分配更多资源 Update the cost management plan to allocate more resources to the current project
B：包含进度计划储备或紧急情况，并分析新的关键路径 Contain schedule reserves or contingencies, and analyzes new critical paths
C：进行反向排程，以重新定义所需的时间和资源 Reverse scheduling to redefine the time and resources required
D：通过剔除某些活动和缩短期限来缩减项目范围 Eliminate the elimination of certain activities and reduce deadlines to reduce the project scope

正确答案：C 你的答案：A

解析：解析：PMBOK（6）P209-6.5.2.1进度网络分析。“上线的日期是固定的”，所以要以上线日期进行分析，根据分析的结果调整项目管理计划，譬如缩小项目范围、追加资源投入等等。选项ABD在选项C之后。

8、 [单选] 项目经理必须确定项目的完成日期。虽然大多数活动都是已知的，但由于产品交付日期未知，某些工作包无法安排。项目经理应该使用什么来向相关方提供完工日期估算？
The project manager must determine the project finish date. Although most activities are known, some work packages cannot be scheduled because the product delivery date is unknown. What should the project manager use to provide the stakeholder with an estimate of the finish date?

A：滚动式规划 Rolling wave planning
B：蒙特卡洛模拟 Monte Carlo simulation
C：分解 Decomposition
D：计划评审技术（PERT) Program Evaluation and Review Technique (PERT)

正确答案：B 你的答案：C

解析：解析：PMBOK（6）P213-6.5.2.4数据分析-模拟。这题易选错成A。“必须确定项目的完工日期”，采用滚动式规划就不合适了，排除AC选项。此时需要借助蒙特卡洛技术，对项目完成日期的可能分布进行预测。

11、 [单选] 项目经理负责管理一个涉及与多个外部供应商合作的客户项目。该项目的最终结果是由某家印刷供应商印刷信件以履行项目。在集成测试期间，项目经理得知该印刷供应商尚未准备好进行印刷，这影响到项目的签字批准。在规划期间需要明确定义什么？
The project manager is responsible for managing a customer project involving working with multiple external vendors. The end result of the project is a printing letter from a printing vendor to fulfill the project. During the integration test, the project manager learned that the printing vendor was not ready for printing, which affected the project's signature approval. What needs to be clearly defined during planning?

A：信件模板任务需要在规划期间确定 Letter template tasks need to be determined during planning
B：履行项目的印刷商需要在规划期间识别 The printer performing the project needs to be identified during planning
C：需要与印刷供应商分享项目和交付计划 Projects and delivery plans need to be shared with print vendors
D：在此阶段准备的进度计划应包括外部依赖关系 The schedule prepared at this phase should include external dependencies

正确答案：D 你的答案：C

解析：解析：PMBOK（6）P191，6.3.3.2确定和整合依赖关系-外部依赖关系。外部依赖关系是项目活动与非项目活动之间的依赖关系，这些依赖关系往往不在项目团队的控制范围内。

12、 [单选] 在某新项目规划阶段，项目经理正在制定进度计划。在识别与数据管理相关的活动时，项目经理发现，政府法规要求供应商在开始工作之前先取得数据保护证明认证。项目经理该做什么？
During a new project planning phase, the project manager is developing a schedule. In identifying activities related to data management, the project manager found that government regulations require vendors to obtain data protection certification before starting work. What should the project manager do?

A：要求与客户开会，请求其放弃数据保护认证要求 Ask to meet with the customer to ask them to waive the data protection certification requirement
B：审核并记录这些活动，并评价对工作分解结构(WBS)的影响 Review and document these activities and evaluate the impact on the work breakdown structure (WBS)
C：要求与项目发起人开会，建议其在取得认证前停止一切工作 Ask for a meeting with the project sponsor and recommend that they stop all work before obtaining certification
D：审视并记录这些活动，并针对工作分解结构(WBS)向项目相关方提出变更请求 Review and document these activities and make change requests to project stakeholders for the Work Breakdown Structure (WBS)

正确答案：B 你的答案：D

解析：解析：PMBOK（6）P207-6.5.1.1范围基准。题干关键词“开始工作之前先取得认证”。 WBS作为范围基准的部分，被外部限制条件所影响，应该记录这些限制条件并进行评估，故选B；选项A，放弃认证要求不合法规要求；选项C，未经评估就停止一切工作过于消极；选项D，在B之后进行。

13、 [单选] 项目经理想在不影响项目关键路径的前提下平衡项目资源的需要，这些资源只在特定时间参加项目而且数量有限。在这种情况下，项目经理应该使用哪种技术？
The project manager wants to balance the need for project resources, which are only available at certain times and in limited quantities, without affecting the project's critical path. In this case, which technique should the project manager use?

A：资源平衡 Resource leveling
B：资源平滑 Resource smoothing
C：快速跟进 Fast tracking
D：赶工 Crashing

正确答案：B 你的答案：D

解析：解析：PMBOK（6）P211-6.5.2.3资源平滑。题干关键词“不影响项目关键路径”、“资源数量有限”。资源平滑不会改变项目关键路径，对项目资源需求也不超过预定的资源限制，选B；选项A资源平衡会改变关键路径；选项CD都是进度压缩技术，都影响了项目关键路径。

15、 [单选] 项目经理向客户提交了一份延迟的进度计划。客户要求缩短耗时最长的任务，以便使项目回归正轨。项目经理该做什么？
The project manager submitted a delayed schedule to the customer. The customer requested that the most time-consuming tasks be shortened in order to get the project back on track. What should the project manager do?

A：向客户展示关键路径，并鼓励他们聚焦于缩短这些活动的时间 Show customers the critical path and encourage them to focus on shortening the time of these activities
B：与客户开会确定耗时最长的任务，并聚焦于缩短这些活动的时间 Have a meeting with customers to identify the most time-consuming tasks and focus on shortening the time spent on these activities
C：聚焦于耗时更短的活动，以便在相同的时间范围内完成更多任务 Focus on activities that take less time in order to accomplish more in the same time range
D：指出关键路径无法缩短 Indicate that the critical path cannot be shortened

正确答案：A 你的答案：B

解析：解析：PMBOK（6）P210-6.5.2.2关键路径法。题干关键词“延迟的进度计划”、“缩短耗时最长的任务”。关键路径是项目中时间最长的活动顺序，因此关键路径上的活动决定项目最短工期。客户提出缩短耗时最长的任务，这一要求并不合理，因为它并未从整体上考虑单个任务和整个项目进度之间的关系。应该向客户展示关键路径，并聚焦于缩短关键路径上活动的时间，选A；选项B错误，单单缩短耗时最长的任务，不一定能使项目回归正轨；选项C错误，如果这些活动没在关键路径上，则无济于事；选项D错误，关键路径可以通过进度压缩的方法缩短时间。

17、 [单选] 在规划某项目的进度计划时，项目经理注意到，项目章程中定义了一个不切实际的时间范围，而且某些里程碑预期会发生迟延，项目经理接下来该做什么？
When planning the schedule for a project, the project manager notices that the project charter defines an unrealistic timeframe and that certain milestones are expected to be delayed. What should the project manager do next?

A：遵守项目章程中规定的时间范围，因为这是一个业务需求 Comply with the time range specified in the project charter, as this is a business requirement
B：与有关的相关方开会解决这一偏差 Have a meeting with stakeholders to resolve this variance
C：调整时间范围，并寻求项目发起人批准 Adjust the time range and seek approval from the project sponsor
D：将该风险记录在风险日志中，并定期审查 Document this risk in the risk log and reviewed periodically

正确答案：B 你的答案：C

解析：解析：PMBOK（6）P207-6.5 需要在整个项目期间不断修订和维护项目进度模型，确保进度计划一直切实可行。题干关键词“规划项目进度时”。在进度基准被批准前，可以进行进度计划的更新，并无需遵循正式的变更流程。在这个时候，可以直接设法解决这一偏差，故选B；选项A错误，项目章程不是6.5的输入；选项C错误，项目经理无权修改项目章程中的时间范围；选项D错误，这不是一个风险，而是一个确定会发生里程碑延期的问题。

21、 [单选] 一位经验丰富的项目经理加入团队，对一个陷入困境的项目执行健康检查。健康检查报告确定所有任务是同时执行的，并且从项目开始时就不断出现问题。若要提供更好的项目结果，原先的项目经理应该事先做什么？
An experienced project manager joins the team to execute a health check on a troubled project. The health check report confirmed that all tasks were performed at the same time, and issues continued to occur from the beginning of the project. To provide better project results, what should the former project manager have done beforehand?

A：审查详细的项目和阶段可交付成果 Review detailed project and phase deliverables
B：定义项目的制约因素和限制条件 Define project constraints and limitations
C：记录已识别的风险和假设条件 Document identified risks and assumptions
D：制定更详细的项目进度计划 Develop a more detailed project schedule

正确答案：D 你的答案：C

解析：解析：PMBOK（6）P205-6.5制定进度计划。题干关键词“所有任务同时执行”。由于所有任务同时执行并不断出现问题，可见原先的项目进度计划并没有创建合适的进度模型，故选D。选项ABC在D之前，问“事先做什么”，选离问题时间点最近的那个选项。

24、 [单选] 项目经理意识到，根据当前的进展情况，项目将被延迟，若要让项目重回正轨，项目经理首先应该做什么？
The project manager realizes that the project will be delayed based on current schedule. What should the project manager do first to get the project back on track?