项目管理专业人士资格认证（PMP）题库（1459题）

---

一家公司的预算周期为2年。项目经理被指派负责一个高度关注的项目，以交付一个全新的、创新的能力。虽然定义了新功能的需求，但解决方案设计才刚刚开始。项目经理的老板担心最终的解决方案会超出项目的预算。项目经理接下来应该采取什么措施来预见解决方案对预算的影响？A company operates on a 2-year budgeting cycle. The project manager has been assigned a high-visibility project to deliver a brand new, innovative capability. While the requirements for the new capability are defined, the solution design is only beginning. The project manager's boss is concerned that the final solution will exceed the budget for the project. What should the project manager do next to anticipate the budget impacts of the solution?

A.应用挣值技术，将计划的价值与项目关键点上交付的实际价值进行比较。Apply earned value techniques that compare planned to actual value delivered at key points in the project.

B.制定工作分解结构（WBS）并执行基于活动的成本估算。Develop a work breakdown structure (WBS) and perform activity-based cost estimating.

C.对每个解决方案设计执行情景规划，并将评估纳入下一个预算周期。Perform scenario planning on each of the solution designs and incorporate estimates into the next budgeting cycle.

D.咨询其他公司的同事，并使用历史信息来预最终成本。Consult colleagues at other companies and use historical information to predict the final cost.

知识点：考前必刷题

参考答案：B

解析：选B最佳，通过将项目的工作分解为具体的活动，并对每个活动进行成本估算，最终得出的整体项目估算较为准确。选项A错误，挣值技术是用于衡量项目的进度和成本绩效的一种方法，该情况下不适用。选项C错误，解决方案设计刚刚开始，情景规划的估算可能会过于不准确。选项D错误，依赖于其他公司的数据和历史信息无法准确反映本项目的特定情况。