项目管理专业人士资格认证（PMP）题库（1459题）

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项目经理有一个关键的5天窗口期，最多可分配10万美元作为应急准备金。随后，项目经理根据现有的最佳信息起草了一个行动方针。总共需要完成五项行动，费用为20000美元，每项行动为期1天。经过3天的工作，项目经理完成了两项行动，花费了8万美元。项目经理下一步应该做些什么？ A project manager has been given a critical, 5-day window and is allocated a maximum of US$100,000 as a contingency reserve. Subsequently, the project manager drafted a course of action based upon the best available information. Overall, five actions were required to be completed at a cost of US$20,000 and a duration of 1 day each. After 3 days of work, the project manager completed two actions and spent US$80,000. What should the project manager do next?

A.完成所有行动，然后通知客户完成项目所需的额外成本和进度超出情况 Complete all actions and then inform the client of the additional cost and schedule overrun needed to complete the project

B.停止工作，并向变更控制委员会（CCB）提出项目变更请求，以增加资金和延长项目进度 Stop the work and raise a project change request to the change control board (CCB) for additional funds and a project schedule extension

C.当CPI和SPI大于1.0时，请重新评估并确定其余操作的优先级 As the CPI and SPI are greater than 1.0, reevaluate and prioritize the remaining actions

D.由于成本绩效指数（CPI）和计划绩效指数（SPI）小于1.0，因此需要重新评估并确定剩余部分的优先级 As the cost performance index (CPI) and schedule performance index (SPI) are less than 1.0, reevaluate and prioritize the remaining

知识点：PMP冲刺题

参考答案：D

解析：考点：挣值分析 来源：PMBOK 6th，7.4.2.2 数据分析-挣值分析，P261 描述：挣值分析将实际进度和成本绩效与绩效测量基准进行比较。EVM把范围基准、成本基准和进度基准整合起来，形成绩效测量指标。 解析：由题干可以知道实际成本远超计划成本，同时进度落后，所以为了更好地完成项目就要根据剩余应急储备确定应急方案。