项目管理专业人士资格认证（PMP）题库（1459题）

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为了对一个新项目（该项目与去年实施的一个项目非常相似）进行估算成本，项目经理与来自先前项目的专家组开会，该专家组采用的是三点估算技术，项目经理将估算的预算提交至项目发起人，以待审批，项目发起人是公司的新人，他／她忧心忡忡，因为预算超出了预期。项目经理应该做什么？To estimate the costs of a new project that is similar to a project that was implemented last year, the project manager meet with a group of experts from the previous project. The group uses a three point estimating technique. The project manager submits the estimated budget to the project sponsor for approval. The project sponsor, who is new to the company, is concerned because the budget exceeded their expectations. What should the project manager do?

A.运用软技能说服项目发起人批准该新的预算估算。Use soft skills to convince the project sponsor to approve the new budget estimate.

B.回顾去年项目的历史信息和经验教训，以证明新预算估算的合理性。Review the historical information and lessons learned from last year's project to justify the new budget estimate.

C.将预算方法改成更准确、自下而上的成本估算。Change the budgeting technique to a more accurate, bottom-up cost estimation.

D.审视组织流程评估，以确定是否在预算估算中考虑了应急储备。 Review the organizational process assessment to determine if a contingency reserve was considered in the budget estimate.

知识点：PMP新模考（三）

参考答案：B

解析：通过提供此上下文，项目经理可以帮助项目发起人了解估算成本的基础以及它们可能高于最初预期的原因。这种方法不仅支持估算过程的可信度，而且有助于项目发起人就项目预算做出明智的决策。虽然可以考虑其他选项，但第一步应该是根据历史信息提供明确的理由。