第561题 在项目评审会上，从事活动 AD 的项目团队成员通知项目经理，完成该活动还需要三天，组织的高级经理要求项目经理，即使需要额外的预算，也必须找到方法，按原定基准计划交付项目。项目应该使用什么方法来满足高级经理的需求？
During a project review meeting, the project team member working on activity AD advises the project manager that it will take three more days to complete the activity. The organizations senior manager asks the project manager to find ways to deliver the project according to the original baseline plan, even though it may need additional budget. What should the project manager use to meet the senior managers needs?

A.使用快速跟进 Use fast tracking

B.使用赶工 Use fast crashing

C.应用关键链法 Applied critical chain method

D.应用时间提前量和时间滞后量 Apply leads and lags

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P228 章节：6.6.2.6 进度压缩：采用进度压缩技术（见 6.5.2.6 节）使进度落后的项目活动赶上计划，可以对剩余工作使用快速跟进或赶工方法。 SPI<1,cpi>1说明有可能该干的活没干，该花的钱没花，因此通过花钱赶进度

第562题 一名关键项目干系人撤回对项目的财务支持。项目现在资金不足，可能会取消，项目经理应该怎么做？
A key project stakeholder withdraws financial support for the project.The project is currently underfunded and may be cancelled.What should the project manager do?

A.与该项目干系人开会，确定撤回财务支持的原因 To hold a meeting with the project stakeholders to identify the reason for withdrawing financial support

B.与团队一起头脑风暴成本节约方案 To brainstorm cost savings solution with the team

C.寻找愿意提供财务支持的新项目干系人 To find new project stakeholders who are willing to provide financial support

D.与项目发起人开会，建议取消项目 To hold a meeting with the project sponsor, it is recommended to cancel project

参考答案：A

解析：知识点出处： PMBOK 6th   页码：P128 章节：4.7.3.4 如果项目在完工前提前终止，则需要在正式的收尾文件中 说明项目终止的原因，并规定正式程序，把该项目的已完成和未完成的可交付成果移交他人。 项目可能中止，是否中止应该由领导决定，项目经理调查原因。

第563题 在迭代回顾会议上，团队回顾了上一次迭代的各种指标。度量标准包括速度、吞吐量和在制品（WIP）。团队成员分析数据并得出结论，他们的周期时间非常高，应该减少。这个团队向项目经理寻求建议。项目经理最好建议以下哪个选项？
At the iteration retrospective meeting, the team reviews the various metrics from the last iteration. The metrics include velocity, throughput, and work in progress (WIP). The team members analyze the data and conclude that their cycle time is very high and should be reduced. The team approaches the project manager for advice. Which of the following options is the best for the project manager to recommend?

A.减少WIP和吞吐量 Decrease WIP and throughput

B.提高WIP数量、生产速度和生产效率 Increase WIP, velocity, and throughout

C.增加WIP和生产能力 Increase WIP and throughput

D.减少WIP数量，提高生产能力 Decrease WIP and increase throughput

参考答案：D

解析：知识点出处： 敏捷实践指南 页码：P103 章节：A3.4 看板方法： 通过限制在制品将可以提高工作效率和质量。 通过WIP（在制品管理）来提高工作效率与质量。

第564题 项目发起人和客户通知项目经理他们对产品结果满意。项目经理下一步应该怎么做？
The project sponsor and the customer inform the project manager that they are satisfied with the product results. What should the project manager do next?

A.解散项目团队并收集经验教训 To dissolve the project team and collect lessons learned

B.向项目干系人提供最终审查报告，并获得他们的反馈 To provide the project stakeholders with final review report and get their feedback

C.结束采购并向承包商付款 To close the procurement and pay the contractor

D.获得项目干系人的正式验收，并结束项目 To obtain the formal acceptance by project stakeholders and close the project

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P121 章节：4.7 项目已经完成，可以正常进入收尾。买方有新的工作要求，可以签订新的合同。 干系人对可交付成果满意，可以最终验收并结束项目。顺序DBA

第565题 一家供应商称因为某项主要功能未包含在约定的范围内，所以未能实施。项目团队不认同这一说法，项目经理下一步应该做什么？
A supplier said that a major function could not be implemented because it was not included in the agreed scope. The project team did not agree with this statement. What should the project manager do next?

A.将该问题升级上报给项目发起人解决 Escalate the issue to the project sponsor for resolution

B.签发一份报价邀请书(RFQ),聘请新的供应商 Issue an invitation to quote (RFQ) and hire a new supplier

C.要求法律部门对供应商采取行动 Ask the legal department to take action on the supplier

D.审查采购管理计划和合同协议 Review the procurement management plan and contract agreement

参考答案：D

解析：知识点出处： PMBOK 6th 页码：P489 章节：12.2.3.2 协议：可包括（但不限于）： • 采购工作说明书或主要的 可交付成果； • 进度计划、里程碑，或进度计划中规定的日期； • 绩效报告； • 定价和支付条款； • 检查、质量和验收标准； 范围有歧义， 查看合同中对可交付成果的定义

第566题 下列哪个选项描述的是应急储备金？
Which of the following options describes contingency reserve?

A.为未计划的项目范围和成本变更而储备的预算 Budget reserved for unplanned changes to project scope and cost

B.为掩盖较差的业绩而储备的预算 Budget reserved for covering poor performance

C.为未计划但是可能由于风险登记册中登记风险成真而潜在要求的变更而储备的预算 Budget reserved for unplanned but potential required changes that can result from realized risks identified in the risk register

D.为支付批准变更所产生的超支费用而储备的预算 Budget reserved for covering cost overrun due to approved changes

参考答案：C

解析：知识点出处： PMBOK 6th 页码：P246 章节：7.2.3.1 应急储备： 成本估算包括对完成项目工作可能需要的成本、应对已识别风险的应急储备，以及应对计划外工作的管理储备的量化估算。 应急储备用于已知风险，管理储备用于未知风险

第567题 进度绩效指数低于 1.0 表示：
A schedule performance index of less than 1.0 indicates that the

A.项目没有完成预定的工作 Project is running behind the monetary value of the work it planned to accomplish

B.已取得的挣值达 100％ Earned value physically accomplished thus far is 100%

C.项目永久性地损失了一部分时间 Project has experienced a permanent loss of time

D.项目可能没有按照时间表执行，但是项目经理不必在意这个问题 Project may not be on schedule, but the project manager need not be concerned

参考答案：A

解析：知识点出处：PMBOK 6th，P261，7.4.2.2 数据分析，进度绩效指数（SPI）是测量进度效率的一种指标，表示为挣值与计划价值之比，反映了项目团队完成工作的效率。当 SPI  小于 1.0 时，说明已完成的工作量未达到计划要求；当  SPI 大于 1.0 时，则说明已完成的工作量超过计划。 SPI小于1说明进度落后。

第568题 项目团队成员来自于多个部门，并将处理项目和运营活动，任务和资源均已确定。若要确保资源，项目经理应做什么？
Project team members come from multiple departments and will handle project and operational activities, tasks and resources have been determined. What should the project manager do to ensure resources?

A.要求职能经理为项目提供可用资源 Ask the functional manager to provide available resources for the project

B.与职能经理协商项目的资源和角色 Negotiate project resources and roles with functional managers

C.联系资源，沟通任务，并与职能经理确认 Contact resources, communicate tasks, and confirm with functional manager

D.将资源需求发送给发起人以与职能经理协商 Send resource requirements to the sponsor to negotiate with the functional manager

参考答案：B

解析：知识点出处： PMBOK 6th 页码：P332 章节：9.3.2.2 谈判： 职能经理。 确保项目在要求的时限内获得最佳资源， 直到完成职责。 执行组织中的其他项目管理团队。合理分配稀缺 或特殊资源。 外部组织和供应商。提供合适的、稀缺的、特殊的、合格的、经认证的或其他 特殊的团队或实物资源。 特别需要注意与外部谈判有关的政策、惯例、流程、 指南、法律及其他标准。 获取资源，优先谈判

第569题 项目经理把发起人的指示函件通过电子邮件转发给了异地的团队成员，该团队成员收到该邮件后及时发送了邮件回执，并开始采取行动。然而项目经理到项目上去检查时，对项目团队成员的工作非常不满意，坚持说他曲解了邮件的内容。这可能是沟通中哪个环节出了问题？
The project manager has forwarded the instructions issued from the sponsor to a team member in other place by email. Upon the receipt of the email, the team member sends the receipt and takes action. But when the project manager inspects the project site, he is very dissatisfied with the work and insists that such member has misunderstood the email. Which part of the communication may cause this problem?

A.项目经理编码错误 Project manager makes a coding error

B.不应该采取电子邮件来传递信息 He shouldnt have transmitted the information by email

C.缺乏信息反馈 Lack of information feedback

D.没有及时告知收到信息 Failure of promptly notifying that such information has been already received

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P372 章节：10.1.2.4 作为沟通过程的一部分，发送方负责信息的传递，确保信息的清晰性和完整性，并确认信息已被正确理解；接收方负责确保完整地接收信息，正确地理解信息，并需要告知已收到或作出适当的回应。 要正确地理解信息并做出适当的回应。

第570题 你领导着两个独立的团队在同一个项目上工作。可交付成果的性质要求一个团队采用预测法，而另一个团队使用Scrum。由于团队之间的依赖性和Scrum团队输出的可变性质，预测性团队需要用尽可能短的反馈循环来确认他们对Scrum团队活动的理解。你的最佳行动方案是什么？
You are leading two independent teams working on the same project. The nature of the deliverables requires that one team takes a predictive approach, while the other uses Scrum. Due to dependencies between the teams and the variable nature of the outputs from the Scrum team, the predictive team needs to confirm their understanding of the Scrum team's activities with the shortest feedback loop possible. What is your best course of action?

A.将项目回顾纳入项目进度计划 Include a project retrospective into the project schedule

B.要求Scrum团队使用信息发射源 Request that the Scrum team use information radiators

C.结合定期的客户反馈循环的使用 Incorporate the use of periodic customer feedback loops

D.让预测团队参加每日Scrum会议 Have the predictive team attend the daily scrum meetings

参考答案：D

解析：知识点出处：敏捷实践指南页码：P54章节：5.2.4为每日站会规定时间盒，不超出 15 分钟。团队以某种方式“过一下”看板或任务板，而团队中的任何人都可以主持站会。每天15分钟的站会能以最短的时间获得一手信息，比信息发射源更及时

第571题 应该使用下列哪一种定量方法来制定项目预算?
What quantitative approach should be used in developing a project budget?

A.帕累托图 Pareto diagrams

B.参数估算 Parametric judgment estimating

C.专家判断 Expert judgment estimation

D.挣值管理 Earned value management

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P244 章节：7.2.2.3 参数估算是指利用历史数据之间的统计关系和其他变量（如建筑施工中的平方英尺），来进行项目工作的成本估算。 参数估算是一种定量估算方法，挣值分析是一种控制成本的工具。所以D不对

第572题 项目经理正在管理一个关键项目，该项目的范围已经最终确定并获得批准，在项目执行中，客户建议一项变更，但该变更将影响基准，并需要额外的20, 000美元和四周时间，客户认为有必要进行变更，但不同意调整时间表和预算。项目经理应该做什么？
The project manager is managing a key project, the scope of the project has been finalized and approved, and during project execution, the client proposes a change, but the change will affect the baseline and will require an additional $ 20,000 and four weeks , The client believes that a change is necessary, but does not agree to adjust the timetable and budget. What should the project manager do?

A.拒绝该变更，因为超出范围 Reject the change because it is out of scope

B.更新进度计划，以包含该变更 Update the schedule to include the change

C.向变更控制委员会(CCB)提交该请求 Submit the request to the Change Control Board (CCB)

D.分包该变更以降低成本 Subcontract the change to reduce costs

参考答案：C

解析：知识点出处： PMBOK 6th 页码：P113 章节：4.6 变更流程，变更提出后， 先分析影响，再提交含解决措施的变更请求给CCB。 审批前，三步骤提出变更-分析影响-提交审批。

第573题 项目团队正在与客户就某个软件实施项目密切合作，客户指定一个单一联系点以促进项目活动。需要该联系人来确保构建产品，以便相关用户可以启动测试阶段，由于工作量大, 该联系人无法执行其分配的活动导致项目严重延迟。若要确保及时交付项目，项目经理首先应该做什么？
The project team is working closely with the client on a software implementation project. The client specifies a single point of contact to facilitate project activities. This contact person is needed to ensure that the product is built so that the relevant user can start the testing phase, and due to the heavy workload, the contact person cannot perform his assigned activities causing a serious delay in the project. To ensure timely project delivery, what should the project manager do first?

A.要求客户提供额外的联系点 Ask customers to provide additional points of contact

B.执行风险再评估以确保识别风险 Perform a risk reassessment to ensure that risks are identified

C.将该问题添加到问题日志中并查找备选方案 Add the issue to the issue log and find alternatives

D.在未审产品的情况下启动测试 Initiate testing if the product is being reviewed

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P110 章节：4.5.2.2 备选方案分析用于在出现偏差时选择要执行的纠正措施或纠正措施和预防措施的组合。 遇到问题，先分析，再进一步采取措施。

第574题 一家公司开始了它的第一个混合型项目。项目进度计划是根据基准来衡量的，并且产品是使用Scrum开发的。公司已经为团队进行了敏捷培训。项目的完成日期到了，团队提交他们到目前为止能够完成的内容。客户检查产品并指出一个重要的功能没有交付。造成这种情况最可能的原因是什么？
A company undertakes its first hybrid project. The project schedule is measured against the baseline, and the product is developed using Scrum. Agile training is provided to the team. The project completion date is due, and the team submits what they were able to complete so far. The customer inspects the product and indicates that an important feature was not delivered. What was the most likely reason that caused this situation?

A.项目团队拒绝在晚上和周末工作以完成整个产品待办事项列表 The project team refused to work evenings and weekends to complete the entire product backlog.

B.产品负责人未包括在敏捷培训中，甚至没有分配到项目中 A product owner was not included in agile training or was not even assigned to the project.

C.项目团队没有与客户协商如何确定产品待办事项列表的优先级 The project team did not consult with the customer on how to prioritize the product backlog.

D.进度基准太短，无法开发产品待办事项列表中的所有项目 The schedule baseline was too short for all the items in the product backlog to be developed.

参考答案：B

解析：知识点出处：敏捷实践指南 页码：41 章节：4.3.2 产品负责人 Product Owner ：创建待办列表并排序、 确认工作优先顺序、 提供反馈 、指导开发方向。 PO对接客户， 以确定是否变更以及何时变更。

第575题 在一个软件开发项目的规划阶段，公司被承诺如果比约定交付时间提前两个月交付产品，公司将获得一份奖励，产品开发的项目经理让编程人员在需求和设计完成之前开始代码编写。这种情况下，项目经理在应用哪项进度技术？
During the planning phase of a software development project, the company is offered an incentive to deliver the product two months earlier than the agreed upon delivery date. The project manager for the product development asks the programmer to start coding before the requirements and design are completed. Which scheduling technique is the project manager applying in this situation?

A.赶工 Crashing

B.快速执行 Fast implementation

C.快速跟进 Fast tracking

D.分阶段执行 Phased implementation

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P228 章节：6.6.2.6 进度压缩采用进度压缩技术（见 6.5.2.6 节）使进度落后的项目活动赶上计划，可以对剩余工作使用快速跟进或赶工方法。 把任务并行属于快速跟进。

第576题 为了满足正在制定的政府税收新法规,一家组织启动了一个项目,来修改其企业资源规划(ERP)系统。在管理这个项目时,项目经理应该做什么?
To meet new government tax regulations under development,an organization initiates a project to revise its enterprise resource planning(ERP)system.What should the project manager do when managing this project?

A.将其搁置,直到新法规得到明确规定 Place it on hold until the new regulations have been clearly define

B.创建一份工料合同(T&M) Create a time and material(T&M)contract

C.使用总价加经济价格调整合同(FPEPA) Use a fixed price with economic price adjustment(FPEPA)

D.制定一份灵活的工作说明书(SOW),规定明确退出条款 Develop a flexible statement of work(SOW)that has a clear exit clause

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P471 章节：12.1.1.6 工料合同是兼具成本补偿合同和总价合同特点的混合型合同。这种合同往往适用于：在无法快速编制出准确的工作说明书的情况下扩充人员、聘用专家或寻求外部支持。 这题无法准确定义工作说明书

第577题 政府已与一家供应商签订合同，为即将到来的选举开发一款计算选票的软件应用程序。需求得到了很好的定义，这样项目就可以按照传统方式进行管理。然而，由于过去类似应用程序的失败，政府希望供应商能够对可交付内容的适用性进行快速反馈。供应商的项目经理选择什么样的进度计划方法最好？
A vendor has been contracted by the government to develop a software application to count votes for the upcoming elections. The requirements are well defined so that the project can be managed traditionally. However, due to failures in similar applications in the past, the government wants the vendor to allow rapid feedback on the suitability of the deliverables. What scheduling approach is best for the vendor's project manager to select?

A.预测式 Predictive

B.传统式 Traditional

C.高效式 Elective

D.适应式 Adaptive

参考答案：D

解析：知识点出处：敏捷实践指南 页码：P18 章节：3.1 四种生命周期特征。 反复执行，频繁小规模交付，为敏捷型

第578题 某项目需要制造和安装一种设备。该设备已经在国外的工厂完成制造工作。按照原定计划，设备将于两周内运抵现场，用于安装。根据最近出现的一些情况，项目经理认为设备可能不能按期运抵现场。此时应该怎么做？
One project needs to manufacture and install an equipment. This equipment has been manufactured in a foreign factory. According to the established plan, the equipment is expected to arrive at the project site within two weeks and will be installed there. According to what happened lately, the project manager considers that the equipment may not arrive at the site on schedule. What should he do right now?

A.立即将这个问题和推迟情况通知客户 To inform the client of this issue and delay immediately

B.确定这一事件对项目成本和进度的影响 To ascertain the impact of this event on project cost and progress

C.使用风险储备从当地购买设备，以便按时开始安装 To use risk reserves to purchase the equipment from local manufacturer, in order to start installation on schedule

D.召开团队会议，制订变通方案 To hold a team meeting and to work out a workaround plan

参考答案：B

解析：知识点出处： PMBOK 6th   页码：P419 章节：11.3 实施定性风险分析是通过评估单个项目风险发生的概率 和影响以及其他特征，对风险进行优先级排序，从而为 后续分析或行动提供基础的过程。 识别完风险后要定性分析

第579题 两阶段项目的项目管理计划表明，市场研究将采用预测法，而产品开发将遵循敏捷模型。项目团队刚刚完成市场调研阶段，即将过渡到产品开发阶段，产品开发阶段的特点是预算和进度严格。在产品开发阶段，项目经理最好采用什么样的领导风格？
The project management plan for a two-phase project indicates that market research will employ a predictive approach, and product development will follow an agile model. The project team has just completed the market research phase and is about to transition to the product development phase, which is characterized by a strict budget and schedule. What leadership style is best for the project manager to adopt for the product development phase?

A.指导性 Directive

B.自由放任性 Laissez-faire

C.仆人性 Servant

D.平滑性 Smoothing

参考答案：C

解析：知识点出处：敏捷实践指南页码：P38章节：4.2.3仆人式领导：在敏捷环境中，项目经理充当仆人式领导，其工作重点转变为引导需要帮助的人，促进团队的合作，保持与相关方的需要一致。敏捷环境中，项目经理充当仆人式领导

第580题 你被分配到一个软件开发项目。产品需求在一开始就没有明确定义。因此，决定是使用敏捷框架来开发产品。项目的其他方面将使用传统的瀑布式项目管理方法进行管理。以下哪一项可能会花费较少的时间来开发和/或实现该项目？
You are assigned to a software development project. The product requirements are not clearly defined upfront. Therefore, it has been decided to develop the product using an agile framework. Other aspects of the project will be managed using the traditional waterfall project management approach. Which of the following might you spend less time developing and/or implementing for this project?

A.项目章程 The project charter

B.问题日志 The issue log

C.变更管理计划 The change management plan

D.确认范围过程 The Validate Scope process

参考答案：C

解析：知识点出处： PMBOK 6th   页码：P88 章节：4.2.3.1 变更管理计划：描述在整个项目期间如何正式审批和采纳变更请求。 敏捷中没有变更管理计划。因此敏捷部门无须制定。