第661题 两名项目团队成员一直对产品设计意见不一致。即使经过多次尝试，项目经理仍无法解决这个问题，项目现在落后于进度计划。项目经理应该使用什么冲突解决技术来立即解决这个问题？
Two project team members continually disagree on product design. Despite several attempts, the project manager is unable to resolve the issue, and the project is now behind schedule. What conflict resolution technique should the project manager use to immediately resolve this issue?

A.缓和/包容 Smooth/accommodate

B.妥协/调解 Compromise/reconcile

C.撤退/回避 Withdraw/avoid

D.强迫/命令 Force/direct

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P349 章节：9.5.2.1 强迫/命令以牺牲其他方为代价，推行某一方的观点；只提供赢 — 输方案。通常是利用权力来强行解决紧急问题，这种方法通常会导致“赢输”局面。 之前没有解决，现在需要立即解决此问题，因此选择强迫。

第662题 每次你与你的项目发起人会面，她都要强调对于你的新的电子商务项目的成本控制的必要性。她经常询问你成本业绩方面的问题，诸如哪一个预算达到了哪一个没有达到。为了回答她的问题，你应该提供什么？
Each time you meet with your project sponsor, she emphasizes the need for cost control on your new-business project. She always asks you about cost performance in terms of which budgets have been met and which have been met and which have not. What should you provide to answer her question?

A.绩效测量基准 Cost Performance baseline

B.业绩衡量图表 Performance measurement graphs and charts

C.资源生产力分析 Resource productivity analyses

D.趋势分析统计 Trend analysis statistics

参考答案：A

解析：知识点出处： PMBOK 6th   页码：P224 章节：6.6.1.1 绩效测量基准： 使用挣值分析时，将绩效测量基准与实际结果比较，以决定是否有必要进行变更、采取纠正措施或预防措施。 向发起人提供绩效测量基准，将绩效比较结果告之。

第663题 在收到一个关系稳固的客户签署的协议之前，项目经理假定项目具有激进的完成日期。项目经理下一步应该做什么?
Prior to receiving a signed agreement from a steady customer,a project manager assumes a project with an aggressive completion date.What should the project manager do next?

A.让更多项目资源参与，以满足完成日期 Engage resources to meet the completion date

B.创建应急储备以允许对进度计划赶工 Create a contingency reserve to allow for schedule crashing

C.获得项目发起人的授权以开始该项目 Obtain authorization from the project sponsor to begin the project

D.与客户开会,加快项目协议的谈判 Meet with the customer to expedite negotiation of the project agreement

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。项目要在章程正式批准后才能正式开始。

第664题 项目经理正在制定一个项目计划。项目赞助人得知后，立即让项目经理针对项目成本开展初始粗略评估，以满足未来财政预算的需求。 项目经理采用下列哪一项评估项目成本？
The project manager is developing a project plan, on short notice project sponsor asks the project manager to create an initial rough estimate of project cost to satisfy requirements for the upcoming fiscal budget. The project manager uses which of the following for estimating the project cost?

A.自下而上估算 Bottom-up estimating

B.三点结算 Three-point estimating

C.类比估算 Analogous estimating

D.建立参数模型 Parametric modeling

参考答案：C

解析：知识点出处： PMBOK 6th 页码：P244 章节：7.2.2.2 成本类比估算使用以往类似项目的参数值或属性来估算。项目的参数值和属性包括（但不限于）范围、成本、 预算、持续时间和规模指标，类比估算以这些项目参数值或属性为基础来估算当前项目的同类参数或指标。一般题目中出现粗略、需要快速估算、量级字眼，都是选择类比估算。

第665题 在一次会议中，两名与会者开始辩论上次会议的一个主要议题。更多的参与者加入并开始争论。辩论不断升级，对话越来越偏离事先准备好的议程。为了避免进一步的分歧，你宣布剩下的议程项目将在下次会议上讨论并贸然结束会议。在这种情况下，你该做什么才能得到更好的结果？
During a meeting, two attendees begin debating the facts of a major topic of the last meeting. More participants join in and begin arguing. The debate escalates, and conversations veer farther and farther from the prepared agenda. To avoid further discord, you announce the remaining agenda items will be discussed at the next meeting and abruptly end the meeting. What should you have done differently to have a better outcome in this situation?

A.使用更好的会议管理技能 Used better meeting management skills

B.在项目执行开始之前做更多人际交往 Networked more before project execution has begun

C.用肢体语言来表达你的沮丧 Used body language to express your frustration

D.记录要执行的任何操作和操作负责人 Recorded any actions to be taken and the action owner

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P386 章节：10.2.2.6 会议管理准备并发布会议议程；确保会议在规定的时间开始和结束；确保受邀并出席；切题；处理会议中的期望、问题和冲突；记录所有行动以及所分配的行动责任人。 会议准备有严重问题，若强行开会，起不到任何效果。

第666题 项目准备收尾时，团队成员识别出一个新风险，作为项目经理，应该怎么做？
At the project closing, team members identify a new risk. What should the project manager do?

A.通知项目干系人 To notify the project stakeholder

B.实施风险减轻策略 Implement risk mitigation strategies

C.实施定性风险分析 To perform qualitative risk analysis

D.制订权变计划 To draw up a contingency plan

参考答案：C

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667题 一位项目团队成员在工作场所之外与项目发起人会面后，向项目经理告知该发起人的新期望。项目经理应如何解决这个问题?
After meeting with the project sponsor outside the workplace,a project team member update the project manager on the sponsor's new expectations.How should the project manager address this?

A.与团队和发起人一起审查沟通管理计划 Review the communications management plan with the team and the sponsor

B.与发起人开会，以确认期望 Meet with the sponsor to confirm expectations

C.将发起人的期望纳入项目中 Incorporate the sponsor's expectations into the project

D.指示团队成员不要与发起人讨论该项目 Instruct the team member not to discuss the project with the sponsor

参考答案：B

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； • 通过谈判沟通管理干系人期望； • 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。通过谈判与沟通了解干系人的期望。

第668题 已经决定使用瀑布管理项目。然而，由于需求不明确，软件将在短时间内使用Scrum进行开发。在从组织内部获得团队之后，项目经理意识到组织在几个关键领域缺乏技术专长，将需要从供应商获得外部资源。然而，本组织希望保留其对所进行工作的战略酌处权。对于项目经理来说，为了最大限度地与供应商协作，最好的承包技术是什么？
It has been decided that the project will be managed using waterfall. However, due to ambiguous requirements, the software will be developed in short iterations using Scrum. After acquiring a team from within the organization, the project manager realizes that the organization lacks technical expertise in several key areas and will require external resources from a vendor. The organization, however, wants to preserve its strategic discretion on the work performed. What is the best contracting technique for the project manager to use to maximize collaboration with the vendor?

A.团队扩充 Team augmentation

B.提前取消选项 Early cancellation option

C.固定价格增量 Fixed-price increments

D.时间和材料限制 Not-to-exceed time and materials

参考答案：A

解析：知识点出处：敏捷实践指南 页码：P77-78 章节：6.3 团队扩充。大多数协作合同方法是将供应商服务直接嵌入客户组织中。通过资助团队而不是特定范围，可以保留客户自行确定需要完成工作这方面策略的权力。 需要区分项目经理与PMO的角色差异。

第669题 项目经理注意到有一个部门完成每个项目活动花费的时间都比计划长。到目前为止，这些活动/工作包都不在关键路径上，也没有影响到已经发生的关键链计划编制。项目经理担心关键链会出问题，因为接下来的5个关键路径活动中有4个要由该部门完成。项目经理打了3个电话，最后总算能和部门经理说上话了，项目经理想知道发生了什么。对话进行得很慢，因为两个人说的是不一样的母语，他们试着用法语—共同语言—讲话。为了使谈话更容易，项目经理总是让部门经理再说一遍。部门经理说，他的下属遵照一项公司政策，该政策要求2级测试。谈话中，部门经理还作出一些评论，这让项目经理相信该政策会增加工作量。这已经是该项目经理第4次听到这样的评论了。他该怎么办？
The project manager notices that project activities being completed by one department are all taking slightly longer than planned. To date, none of the Activities/work packages have been on the critical path, nor have they affected the critical chain planning that has occurred. The project manager is bothered by the critical chain problem, since four of the next five critical path activities are being completed by this department. After making three calls, the project manager is finally able to converse with the department manager to determine what is going on. The conversation is slow, because both speak different native languages and they are trying to converse in French, a shared language. To make communication easier, the project manager frequently asks the department manager to repeat back what has been said. The department manager communicates that his staff is following a company policy that requires two levels of testing. During the conversation, the department manager also makes a comment that leads the project manager to believe that the policy may include excessive work. This is the fourth time the project manager has heard such a comment. What is the BEST thing to do?

A.编制更好的沟通管理计划，要求该项目使用一种语言，并安排翻译随时候命 Create a better communications management plan that requires only one language to be the universal language on the project and have translators readily available on a moments notice.

B.联系部门中其他的能更流利的说项目经理母语的成员，来确认部门经理的意见 Contact someone else in the department who speaks the project managers native language better to confirm the department managers opinion.

C.确认接下来的活动是否要重新估算 Find out if the upcoming activities should be re-estimated.

D.通过不断的改进存在问题的政策，提高执行机构的效率 Work on increasing the effectiveness of the performing organization by recommending continuous improvement of the policy in question.

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P292 章节：8.2.2.2 过程分析可以识别过程改进机会，同时检查在过程期间遇到的问题、制约因素，以及非增值活动。 排除法政策效率低下会导致很多非增值活动，需要进行过程改进。

第670题 一旦项目移交给运营团队,项目经理下一步应该做什么?
Once a project is handed over to operation.What should a project manager do next?

A.归档所有项目文件,并向干系人提供访问权限 Archive all project documents,and provide access to stakeholders

B.进行绩效评估,并释放项目资源 Conduct a performance review,and release project resources

C.将经验教训登记册提交给干系人 Submit the lessons learned register to stakeholders

D.将干系人的反馈加入经验教训库 Incorporate stakeholder feedback into the lessons learned repository

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P121 章节：4.7 收尾流程：已经移交，接下来测量干系人的满意，完成经验教训总结。 测量干系人的满意度。

第671题 项目经理了解到主题专家(SME)正在考虑离开公司，该专家资源在其主题领域拥有深厚知识，很难被替代，为确保主题专家能在整个项目期间留在项目中，项目经理与主题专家的经理讨论可能的措施，这些措施应记录在哪些文件中？
The project manager learned that the subject matter expert (SME) was considering leaving the company, the expert resource has deep knowledge in its subject area and is difficult to replace, to ensure that the subject matter expert can remain in the project throughout the project, the project manager discusses possible measures with the manager of the subject matter, and what documents should be recorded in these measures?

A.人力资源计划 Human resources planning

B.风险登记册 Risk Register

C.风险管理计划 Risk management Plan

D.组织分解结构 Organizational Breakdown Structure

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P448 章节：11.5.3.3 风险登记册：商定的应对策略；实施所选应对策略所需要的具体行动；风险发生的触发条件、征兆和预警信号；实施所选应对策略所需要的预算和进度活动。商定完应对策略后，记录到风险登记册中

第672题 一家公司开发了一种创新的，提升性能的产品设计，已启动一个项目来完成构建产品， 该项目涉及现场和远程团队。若要避免各个团队之间的沟通不畅，项目经理应该做什么？
A company has developed an innovative, performance-enhancing product design and has launched a project to complete building the product, which involves field and remote teams.What should a project manager do to avoid poor communication between teams?

A.使用适当的沟通规划来解决差异 Use appropriate communication planning to resolve differences

B.要求团队接受文化意识培训 Require the team to receive cultural awareness training

C.创建新闻通话以沟通项目决策和状态 Create news call to communicate project decisions and status

D.在不同地点组织团队建设活动 Organize team building activities in different locations

参考答案：A

解析：知识点出处： PMBOK 6th 页码：P377 章节：10.1.3.1 沟通管理计划： 沟通管理计划是项目管理计划的组成部分，描述将如何规划，结构化、执行与监督项目沟通， 以提高沟通的有效性。该计划包括如下信息： • 干系人的沟通需求。遇到远程团队、虚拟团队之类的题目，优先想到沟通。

第673题 在敏捷团队完成三次迭代之后，项目经理确定团队在这三次迭代中的平均速度是30个故事点。还有292个故事点来完成项目的剩余部分。团队需要多少次额外的迭代才能完成项目？
After an agile team completes three iterations, the project manager determines that the average velocity of the team for these three iterations was 30 story points. There are 292 more story points to complete the remaining portion of the project. How many additional iterations will it take for the team to complete the project?

A.7次迭代 7 iterations

B.8次迭代 8 iterations

C.9次迭代 9 iterations

D.10次迭代 10 iterations

参考答案：D

解析：知识点出处：敏捷实践指南 页码：P61 章节：5.4.1 敏捷团队的衡量结果：项目发起人通常想知道项目什么时候能够完成。一旦团队建立了稳定的速度（每个迭代的故事或故事点的平均数量）或平均周期时间，团队就能够预测项目将花费多长时间。292/30=9.7多出来的故事要单独迭代。

第674题 你决定向以前经常为你的公司服务的一家供货商外包合同。该供货商在履行时间表和成本效益方面记录良好，而且与你建立了良好的工作关系。你现在的项目虽然与以前的不同，但是与该供货商完成其它工作类似。在这种情况下，你应该订立什么类型的合同：
You have decided to award a contract to a seller that has provided its services to your company frequently in the past. This seller has a good record in terms of schedule and cost performance, and your working relationship with this seller is excellent. Your current project, although somewhat different from previous projects, is similar to other work the seller has performed. In this situation, to minimize your risk you should award what type of contract?

A.固定价格，附加币值调整 Fixed-price with economic price adjustment

B.固定酬金（固定目标） Fixed-price incentive (firm target)

C.固定价格 Firm-fixed-price

D.成本加酬金 Cost-plus-award fee

参考答案：C

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。

第675题 项目经理前往另一个国家执行最终可交付成果的上线过程，到达后，项目经理得知，由于任务计划在当地假日期间完成，关键资源将不可用，而延迟上线将使最终项目的交付处于危险之中。若要避免这个问题，项目经理应该在项目开始时完成哪一项工作？
The project manager travels to another country to perform the final deliverable on-line process. Upon arrival, the project manager learns that because the task is scheduled to be completed during the local holiday period, key resources will be unavailable, and the delayed on-line will make the final project delivery at risk.To avoid this problem, which task should the project manager complete at the beginning of the project?

A.创建一份团队日历并围绕该信息创建项目进度计划 Create a team calendar and create a project schedule around that information

B.要求所有团队，无论在哪个国家，均遵循总部的日历 Require all teams, regardless of country, to follow the headquarters calendar

C.制定加班预算以补偿在假期工作的资源 Develop an overtime budget to compensate for resources that work during the holidays

D.记录风险登记册中包含各个国家日历的影响 Record the effect of the national calendar in the risk register

参考答案：A

解析：知识点出处： PMBOK 6th   页码：P323 章节：9.2.1.2 资源日历： 资源日历识别了每种具体资源可用时的工作日、班次、正常营业的上下班时间、周末和公共假期。在规划活动期间，潜在的可用资源信息（如团队资源、设备和材料）用于估算资源可用性。资源日历还规定了在项目期间确定的团队和实物 资源何时可用、可用多久。

第676题 为了应对一些计划任务上的延误，项目经理重新安排了一些后续任务的优先级以解决这个问题。重新确定优先级并没有使项目回到正轨，现在项目经理需要将问题上报给项目干系人。为了上报问题，项目经理首先应该做什么？
In response to slippage on some scheduled tasks, the project manager reprioritized a number of subsequent tasks in order to fix the problem. The reprioritization did not put the project back on track, and now the project manager needs to escalate the issue to project stakeholders. To escalate the issue, what should the project manager do first?

A.查阅沟通管理计划。 Refer to the communications management plan.

B.审查干系人参与计划。 Review the stakeholder engagement plan.

C.查阅变更管理计划。 Refer to the change management plan.

D.审查风险管理计划。 Review the risk management plan.

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P377 章节：10.1.3.1 沟通管理计划：干系人的沟通需求；需沟通的信息，包括语言、形式、内容和详细程度；上报步骤；发布信息的原因；发布所需信息、确认已收到，或作出回应上报步骤在沟通管理计划里。

第677题 项目执行阶段，发现一个子团队没有为约定的项目目标工作。项目经理应该查阅哪份文件？
During the project execution phase, it is discovered that a sub-team is not working toward agreed-upon project goals. What document should the project manager consult?

A.项目管理计划 Project management plan

B.资源分解结构（RBS） Resource breakdown structure (RBS)

C.项目章程 Project charter

D.资源管理计划 Resource management plan

参考答案：D

解析：知识点出处： PMBOK 6th 页码：P318 章节：9.1.3.1 资源管理计划——角色与职责： • 角色 • 职权 • 职责 • 能力。子团队的工作职责不清，需要看资源管理计划。

第678题 项目经理完成了某个镇上的一个项目，这个项目让公司损失100%。项目经理所在公司目前正在筹备同一个镇上另一个项目的投标建议书，管理层让项目经理提供粗略的估算，让公司可以投标该新项目。投标必须在三天内完成。在这种情况下，项目经理应提供下列哪一项估算类型？
A project manager completes a project in a town where the company realized a loss of 100%.The project manager’s company is working on another project proposal in the same town and the management asks the project manager to come up with a rough estimate that the company can bid for the new project. The bidding must be completed within the next three days. Which of the following types of estimates should the project manager provide in this situation?

A.类比估算 Analogous

B.参数估算 Parametric

C.三点估算 Three-point

D.准备金分析 Reserve analysis

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P244 章节：7.2.2.2 类比估算：使用以往类似项目的参数值或属性来估算。项目的参数值和属性包括（但不限于）范围、成本、预算、持续时间和规模指标（如尺寸、重量），类比估算以这些项目参数值或属性为基础来估算当前项目的同类参数或指标。 粗略、快速的估算，选择类比估算。

第679题 一位项目经理被分配到一个大型银行公司的敏捷软件开发项目。在项目刚刚开始的时候，项目经理已经了解了一些新的黑客战术，这些战术对项目的法规合规性构成了潜在的威胁。项目经理接下来应该做什么？
A project manager is assigned to an agile software development project for a large banking corporation. With the project just getting underway, the project manager has learned about new hacking tactics that present a potential threat to regulatory compliance for the project. What should the project manager do next?

A.审查项目回顾期间的风险 Review the risks during the project retrospective

B.分析不合规的后果 Analyze the consequences of non-compliance

C.提交变更请求以更新风险管理计划 Submit a change request to update the risk management plan

D.制定累积流程图 Develop a cumulative flow diagram

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。 看到潜在的、可能的、假设的，要想到风险。识别完风险后要定性分析。

第680题 在项目开展六个月后，项目经理了解到需要进行变更，而这需要增加批准的预算。项目经理应该做什么?
Six months after the project was launched,the project manager learned that changes were needed, which required an increase in the approved budget. What should the project manager do?

A.接受该变更，并通知发起人 Accept the change and notify the sponsor

B.开始变更请求过程 Initiate the change request progress

C.请求财务部门提供额外资金 Ask the finance department for additional funds

D.拒绝该变更，以保持项目正常运行 Reject the change to keep the project on track

参考答案：B

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。