第601题 在一个项目的早期阶段，项目经理与许多干系人开会，就项目的目标、关键可交付成果和预算达成共识。项目经理现在可以完成哪份文件？
In the early stages of a project, the project manager meets with many interested parties to reach consensus on the project's goals, key deliverable, and budget. Which document can the project manager complete now?

A.项目管理计划 Project management plan

B.商业论证 Business case

C.项目章程 Project charter

D.可行性计划 Feasibility plan

参考答案：C

解析：知识点出处： PMBOK 6th 页码：P81 章节：4.1.3.1 项目章程：项目章程是由项目启动者或发起人发布的，正式批准项目成立，并授权项目经理使用组织资源开展项目活动的文件。它记录了关于项目和项目预期交付的产品、服务或成果的高层级信息。项目章程的三个作用。

第602题 产品负责人与敏捷团队负责人接触时，会担心团队在最后几次冲刺中进展缓慢。产品负责人怀疑，从最近的站会上团队成员疲惫的外表和无精打采的状态来看，他们可能是筋疲力尽了。在这种情况下，团队领导采取的最佳行动方案是什么？
A product owner approaches the agile team lead with concerns of slow team's progress during the last few sprints. The product owner suspects that judging by the tired looks and low energy in recent stand-up meetings, the team members are burnt out. What is the best course of action for the team lead to take in this situation?

A.要求产品负责人解决问题 Ask the product owner to resolve the issue

B.把这个问题提出来与团队讨论 Bring the issue up with the team to discuss

C.带领团队度过愉快的一天，让他们充电 Take the team on a fun day to help recharge

D.与HR经理讨论问题 Brainstorm the issue with the HR manager

参考答案：B

解析：知识点出处：敏捷实践指南 页码：P38 章节：4.3 仆人式领导要善于激励项目人员，为他们提供所需的环境和支持，信任他们能够完成工作。 把问题提出来，让团队自己解决。

第603题 你的项目团队成员总是抱怨没有项目团队的整体感，因为他们分别在不同地方工作。为了改善这种情况，你设计了一个项目口号并将其印在 T 恤衫上来提高大家的集体感，但这一做法没有起到多大作用。你下一步要怎么做？
The team members on your project have been complaining that do not have sense of identity as a team because they are located in different areas of the building. To remedy this situation, you developed a project logo and had it printed on T-shirts to promote the project, but this action has not worked. What are you going to do next?

A.印发时事通信 Initiate a newsletter

B.创造一种关于这个项目的神秘感 Create an air of mystery about the project

C.建立一个“作战室” Establish a war room

D.发布一个关于团队成员应如何同主要干系人相互合作的指导方针 Issue guidelines on how team members should interact with other stakeholders

参考答案：C

解析：知识点出处： PMBOK 6th 页码：P339 章节：9.4.2.1 集中办公：集中办公是指把许多或全部最活跃的项目团队成员安排在同一个物理地点工作，以增强团队工作能力。集中办公既可以是临时的（如仅在项目特别重要的时期），也可以贯穿整个项目。实施集中办公策略，可借助团队会议室、张贴进度计划的场所，以及其他能增进沟 通和集体感的设施。没有整体感，需要使用集中办公的工具创造整体感。

第604题 一项目经理和公司中设计铁路设备的团队要设计一台能将石头装载到火车上的机器。该项目允许损耗 2%，每天允许损耗2吨以上的石块。在下列哪项中项目经理记录该项目的质量控制、质量保证和质量改进？
A project manager and team from a firm that designs railroad equipment are tasked to design a machine to load stone onto railroad cars. The design allows for 2 percent spillage, mounting to over two tons of spilled rock per day. In which of the following does the project manager document quality control, quality assurance and quality improvements for this project?

A.质量管理计划 Quality management plan

B.质量政策 Quality policy

C.控制图 Control charts

D.项目管理计划 Project management plan

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P286 章节：8.1.3.1 质量管理计划包括（但不限于）以下组成部分：项目采用的质量标准；项目的质量目标；质量角色与职责；需要质量审查的项目可交付成果和过程； 质量相关所有的活动都可以记录在质量管理计划里。

第605题 项目经理正在一个职能型组织中管理一个项目，一位关键干系人请求进行一项高影响变更，这将使可交付成果的成本增加50%,变更控制委员会(CCB)尚未成立。但是，项目经理仍然启动变更控制过程。由谁负责批准该变更？
The project manager is managing a project in a functional organization. A key stakeholder requests a high-impact change, which will increase the cost of deliverable by 50%. The Change Control Board (CCB) has not yet been established. However, the project manager still initiates the change control process.Who is responsible for approving the change?

A.项目团队和关键干系人 Project team and key stakeholders

B.项目发起人和职能经理 Project sponsor and function manager

C.项目经理和职能经理 Project manager and functional manager

D.项目经理和项目团队 Project manager and project team

参考答案：B

解析：知识点出处： PMBOK 6th 页码：P113 章节：4.6 CCB 是一个正式组成的团体，负责审查、评价、批准、推迟或否决项目变更，以及记录和传达变更处理决定。 职能型组织的领导是发起人和职能经理

第606题 项目团队成员在地理位置、文化以及工作实践方面存在多样化，若要确保团队遵从标准方法，项目经理可以怎么做？
When project team members are diverse regarding their locations, cultures, and work practice, what can a project manager do to ensure that the team adheres to a common standard approach?

A.采用由所有团队成员都同意的最佳实践。 Adopt best practices agreed to by all team members.

B.在风险登记册中记录并接受相关风险，但允许有充足的项目应急。 Note and accept the associated risks in the risk register, but allow for sufficient project contingency.

C.使用帕累托图确定在哪里可以实现共性。 Use a Pareto diagram to determine where commonality can be achieved.

D.在制定项目管理计划之前要求团队输入。 Ask for team input prior to developing the project management plan.

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P319 章节：9.1.3.2 团队章程：团队价值观；沟通指南；决策标准和过程；冲突处理过程；会议指南；团队共识。 所有成员都同意的最佳实践，属于团队章程

第607题 在项目执行阶段,项目经理了解到一些干系人认为已批准的变更是不必要的,所以他们对接受这些变更犹豫不决,这些变更对项目的成本和进度基准影响很小。 项目经理应该做什么?
During a project's execution phase,the project manager learns that some stakeholders are hesitant to accept approved changes because they believe the changes are unnecessary.These changes have minimal effect on the project's cost and schedule baselines. What should the project manager do?

A.将该问题升级上报给高级管理层 Execute the issue to senior management

B.要求变更控制委员会(CCB)重新审查批准的变更 Ask the change control board(CCB)to re-review the approved changes

C.与这些干系人开会,打消他们的顾虑 Meet with these stakeholders do address their concerns

D.执行这些变更,因为它们的影响微不足道 Execute the changes since their impact is insignificant

参考答案：C

解析：知识点出处： PMBOK 6th 页码：P524 章节：13.2 在管理干系人参与过程中，需要开展多项活动，例如： • 在适当的项目阶段引导干系人参与，以便获取、确认或维持他们对项目成功的持续承诺； • 通过谈判沟通管理相关 方期望； • 处理与干系人管理有关的任何风险或潜在关注 点，预测干系人可能在未来引发的问题； • 澄清和解决已识别的问题。 变更已批准，通过谈判与沟通处理干系人期望。

第608题 在冲刺计划会议上，Scrum主管重申，如果在冲刺结束时敏捷项目团队正在构建的产品增量没有达到冲刺开始时指定的标准，那么这项工作将不会包含在当前冲刺的速度中。Scrum主管指的是什么？
At the sprint planning meeting, the scrum master reiterates that if by the end of the sprint the product increment that the agile project team is building does not meet the criteria specified at the beginning of the sprint, this work will not be included in the velocity for the current sprint. What does the scrum master refer to?

A.完工尚需估算 Estimate to complete

B.完成的定义 Definition of done

C.项目退出标准 Project exit criteria

D.质量测量指标 Quality metrics

参考答案：B

解析：知识点出处：敏捷实践指南 页码：P151 章节：术语表 完成的定义DoD ：它是团队需要满足的所有标准的核对单，只有可交付成果满足该核对单才能视为准备就绪可 供客户使用。 敏捷项目完成后，检查DOD，以验证是否满足标准。

第609题 项目经理正在创建一份文件，正式授权建筑改造项目。装修要求拆除石棉绝缘材料，因为它是一种已知致癌物。这种情况会如何影响目前正在进行的过程？
A project manager is in the process of creating a document that formally authorizes a building renovation project. The renovation requires the removal of asbestos insulation, which is a known carcinogen. How might this situation influence the process currently underway?

A.应急储备需要分配并记录在文件中 A contingency reserve needs to be assigned and recorded in the document

B.该文件需要包括对已识别的风险的详细的风险应对计划 The document needs to include a detailed risk response plan for this identified risk

C.该文件需要符合任何适用的政府和行业标准 The document needs to incorporate compliance with any applicable government and industry standards

D.移除石棉的详细时间表应包含在文件中 A detailed timeline for the removal of the asbestos should be included in the document

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P78 章节：4.1.1.3 事业环境因素政府或行业标准法律法规要求和制约因素。 授权项目的文件指得是项目章程，ABD都不属于启动阶段。

第610题 发起人担心敏捷项目进展不够快，因为没有发送项目状态报告。发起人向Scrum主管表达他们的担忧。Scrum主管向发起人保证项目正在按计划进行，并邀请发起人参加会议，亲眼看看项目进展。下面哪个会议Scrum主管最有可能邀请发起人？
A sponsor is worried that the agile project does not progress fast enough since no project status reports are being sent. The sponsor approaches the scrum master with their concerns. The scrum master reassures the sponsor that the project is moving ahead as planned and invites the sponsor to attend a meeting and see the progress with their own eyes. Which of the following meetings did the scrum master most likely invite the sponsor?

A.冲刺计划会议 Sprint planning meeting

B.每日站会 Daily standup meeting

C.冲刺审查会议 Sprint review meeting

D.冲刺回顾会议 Sprint retrospective meeting

参考答案：C

解析：知识点出处： 敏捷实践指南 页码：P55 章节：5.2.5 展示/评审： 在基于迭代的敏捷中，团队在迭代结束时展示所有已完成的工作项。在基于流程的敏捷中， 团队在需要时展示完成的工作，通常是当完成的功能累积到足以构成一个连贯组合时。团队，包括产品负责人在内，都需要反馈来决定何时需要产品反馈。 审查会议会展示已经完成的产品。然后让干系人评估否接受。

第611题 一个关键项目落后于进度，并超出预算。项目管理办公室（PMO）的详细分析表明并非所有关键人员都被识别，并且没有积极的过程来接洽和管理这些人员。项目经理应该采取什么纠正措施？
A critical project is behind schedule and over budget. Detailed analysis by the project management office (PMO) revealed that not all key people were identified, and no active process for engaging and managing them. What corrective action should the project manager take?

A.改进干系人参与计划。 Improve the stakeholder management plan.

B.查看权力/利益方格。 Review the power/interest grid.

C.控制干系人参与程度。 Control stakeholder engagement.

D.更新沟通管理计划。 Update the communications management plan.

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P535 章节：13.4.3.2 变更请求可能包括用于改善干系人当前参与水平的纠正及预防措施。应该通过实施整体变更控制过程（见 4.6  节）对变更请求进行审查和处理。 通过变更请求执行的对干系人管理的纠正措施，纳入到干系人参与计划中。

第612题 在项目过程中，项目经理得知一位关键干系人被替换了。虽然新的干系人表达了对项目范围的理解，但他们仍想坚持几项新的需求，而这将影响项目的成本和进度计划。项目经理下一步应该做什么？
During the project, the project manager learned that a key stakeholder was replaced. Although the new stakeholders expressed their understanding of the scope of the project, they still wanted to adhere to several new requirements, which would affect the project's cost and schedule.What should the project manager do next?

A.请求干系人经理支持保持当前的需求 Ask the relevant party manager for support to maintain current needs

B.通知项目发起人将发生的延迟情况以及将增加的费用 Notify the project sponsor of the delays that will occur and the costs that will increase

C.要求之前的干系人与新的干系人讨论此事 Ask previous parties to discuss the matter with new parties

D.与新的干系人一起评估项目延迟和成本影响的细节 Evaluate details of project delays and cost impacts with new stakeholders

参考答案：D

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。 整体变更控制，提出变更先分析。变更过程要与干系人充分沟通。

第613题 项目经理完成了一个新产品开发项目的规划过程。在继续进入执行过程组之前需要完成的最后一个重要里程碑是什么？
The project manager completes the planning process for a new product development project.What is the last important milestone that needs to be completed before proceeding with the execution process?

A.最终确定项目章程 To finalize the Project Charter

B.接收执行项目的项目资金 To receive project funds for the project implementation

C.获得发起人和干系人的批准 To seek approval from the sponsor and stakeholders

D.执行干系人管理策略 To execute stakeholders' management strategies

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P86 章节：4.2.3.1 项目管理计划项目管理计划是说明项目执行、监控和收尾方式的一份文件，它整合并综合了所有子管理计划和基准，以及管理项目所需的其他信息。 项目管理计划批准以后才能执行。

第614题 发起人启动了一个实施正常变更的项目，已识别了项目干系人，并且发起人要求项目经理根据他们的影响力和权力提供相关的参与的政策。项目经理应该做什么？
The sponsor initiated a project that implements normal changes, identified project stakeholders, and the sponsor asked the project manager to provide a relevant participation policy based on their influence and power. What should the project manager do?

A.访谈干系人 Interview with interested parties

B.使用干系人映射(影响)分析 Use Stakeholder Mapping (Impact) Analysis

C.参考干系人登记册 Reference to Register of Interested Parties

D.使用数据分析技术 Using data analysis techniques

参考答案：B

解析：知识点出处： PMBOK 6th   页码：P512 章节：13.1.2.4 权力影响方格：基于干系人的职权级别（权力）、对项目成果的关心程度（利益）、对项目成果的影响能力（影响），或改变项目计划或执行的能力，每一种方格都可用于对干系人进行分类。 与权力/利益方格类似，权力影响也是分成四个区间。

第615题 项目经理为她的跨职能团队提供全面的指导、培训和支持，但委托团队管理和跟踪他们自己的工作分配，并作为一个团队做出决策。项目经理会参加有规律的团队会议，以监督团队的进展并提供支持，但通常不会参与有关工作量或团队决策制定的讨论。项目经理用什么来管理团队？
A project manager provides overall direction, training, and support to her cross-functional team, but entrusts the team to manage and track their own work assignments and make decisions as a group. The project manager participates in regular team meetings to monitor the team's progress and provide support, but generally stays out of discussions about workload or team decision making. What is the project manager employing to manage the team?

A.情商 Emotional intelligence

B.自组织团队 Self-organizing teams

C.团队建设 Team building

D.动机 Motivation

参考答案：B

解析：知识点出处：敏捷实践指南 页码：P153 章节：术语表 它是一种跨职能团队，其中为实现团队目标团队成员根据需要轮换着发挥领导作用。 自组织团队的核心就是做什么事情，团队成员说了算。

第616题 审查问题日志的团队意识到一项关键可交付成果可能会延期,这将影响项目进度计划几个月时间。该项目在公司的投资组合中具有更高的优先级。 项目经理应该做什么?
A team reviewing the issue log realizes that a key deliverable may delayed,which will impact the project schedule by a few months.This project has high priority within the company's portfolio What should the project manager do?

A.在问题日志中描述其影响 Describe the impact in the issue log

B.更新项目的进度基准 Update the project's schedule baseline

C.请求项目发起人的支持 Ask the project sponsor for support

D.在风险登记册中添加一个新的高概率风险 Add a new,high-probability risk to register

参考答案：D

解析：知识点出处： PMBOK 6th 页码：P417 章节：11.2.3.1 风险登记册： 已识别的风险清单、潜在风险责任人 、潜在风险应对措施清单。 识别完风险，将风险登记在册。

第617题 一家公司正在为外部客户运行一个敏捷项目。团队在冲刺审查会议上演示了网络用户界面的新功能后，一个干系人找到产品负责人，并建议对其中一个屏幕进行改进。干系人坚持认为，这种改进将使用户更容易在界面中导航。产品负责人的最佳行动方案是什么？
A company is running an agile project for an external customer. After the sprint review meeting where the team demonstrated the new capabilities of the web user interface, a stakeholder approaches the product owner and suggests an improvement to one of the screens. The stakeholder insists this improvement would make it easier for the user to navigate the interface. What is the product owner’s best course of action?

A.在下次冲刺中实施干系人的请求，因为它将增强客户体验 Implement the stakeholder's request in the next sprint because it will enhance customer experience

B.与客户讨论干系人的要求，并决定是否以及何时实施 Discuss the stakeholder's request with the customer and decide if and when it should be implemented

C.为干系人的请求创建用户故事，并放在产品待办事项列表的底部 Create a user story for the stakeholder's request and place it at the very bottom of the product backlog

D.在每日站会上讨论干系人的要求，并让团队决定如何继续 Discuss the stakeholder's request at the daily standup meeting and let the team decide on how to proceed

参考答案：B

解析：知识点出处：敏捷实践指南 页码：P41 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618题 你正在为一个为当地电力公司安装智能无线电表的多阶段项目开发基准。第一阶段将准备基础设施，第二阶段将安装仪表，第三阶段将上传软件。然而，由于反无线技术组织的反对，尚不清楚该项目是否会在整个规划区域全部完工。在项目过早关闭的情况下，为了增加交付价值的机会，你的最佳行动方案是什么？
You are developing baselines for a multi-phase project to install smart wireless meters for a local electric utility company. The first phase will prepare infrastructure, second will install the meters, and third will upload the software. However, due to the opposition of anti-wireless-technology groups, it's unclear if the project will be completed all across the planned region. What is your best course of action to increase the chances of delivering value in case the project closes prematurely?

A.要求当地政府为项目团队成员提供必要的安全措施，以保护他们免受与反无线技术团体的潜在对抗 Request that the local government provide the necessary security measures for the project team members to protect them from the potential confrontation with the anti-wireless-technology groups

B.获得发起人的批准，向那些同意额外工作以尽快完成工作的人提供奖金，即使这涉及到在夜晚和周末轮班工作 Get approval from the sponsor to offer bonuses to those who agree to work extra time to complete the work as fast as possible even if this involves working in shifts during nights and weekends

C.建议将项目从多阶段切换到一阶段方法，并完成基础设施准备、仪表安装和软件上传，迭代一次一个邻域 Suggest switching the project from a multi-phase to one-phase approach and complete infrastructure preparation, meters' installation, and software upload in short iterations one neighborhood at a time

D.建议项目终止，因为在方案中描述的情况下，无法按时、按时完成项目、范围和预算，并为客户提供任何价值 Recommend project termination since under the circumstances described in the scenario there is no way to complete the project on time, scope and budget, and deliver any value to the customer

参考答案：C

解析：知识点出处： 敏捷实践指南 页码：P9 章节：2.2 敏捷十二原则第1条 ：我们的最高目标是，通过尽早持续交付有价值的软件来满足客户的需求。 价值交付是敏捷原则的第一条

第619题 在制定项目管理计划的过程中，项目经理了解到过去的项目遭受了范围蔓延、无效的变更控制过程和低干系人满意度的困扰。为了确保更好地管理当前的项目，项目经理决定在整个项目中定期与干系人社区进行互动。以下哪一项是项目经理决定的最不可能的结果？
During the development of the project management plan, the project manager learns that past projects suffered from scope creep, ineffective change control process, and low stakeholder satisfaction. To ensure the current project is managed better, the project manager decides to institute regular interactions with the stakeholder community throughout the project. Which of the following would be the least likely outcome of the project manager's decision?

A.降低范围 Reduced scope

B.减轻风险 Mitigated risk

C.降低成本 Reduced cost

D.更多信任 Greater trust

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P167 章节：5.6 控制范围 未经控制的产品或项目范围的扩大（未对时间、成本和资源做相应调整）被称为范围蔓延。变更不可避免，因此在每个项目上，都必须强制实施某种形式的变更控制。 任何范围变更都要走正式的变更控制流程。

第620题 项目的混凝土供应商通知项目经理，材料将比预定时间晚三个星期交付。项目经理更新了进度计划并通知项目团队。在这种情况下，哪种合同类型承担的风险最小？
A project’s concrete supplier informs the project manager that the material will be   delivered three weeks later than scheduled.The project manager update the schedule and notifies the project team. In this situation,what contract type carries the least amount of project risk ?

A.总价加激励费用合同（FPIF） Fixed price incentive fee(FPIF)

B.总价加经济价格调整合同（FPEPA） Fixed price with economic price adjustment(FPEPA)

C.工料合同（T&M） Time and material(T&M)

D.固定总价合同（FFP） Fixed total price contract(FFP)

参考答案：D

解析：知识点出处： PMBOK 6th   页码：P471 章节：12.1.1.6 总价合同：此类合同为既定产品、服务或成果的采购设定一个总价。这种合同应在已明确定义需求，且不会出现重大范围变更的情况下使用。 范围明确，要选择固定总价合同。