第681题 项目办公室刚刚发布给你一份项目状况检查报告。当你看到在执行总结中标题为“建议”的章节时，你的心情激动起来：你又一次被批评没有为项目提供足够的支持细节。尽管报告没有举例，但是你记得在PMBOK中看到过支持细节，它包括如下全部，除了：
The project office just issued you a project health check report. Your heart races with anticipation as you scan the euphemistically entitled “recommendations” in the executive summary. Once again, you have been criticized for failing to provide sufficient supporting detail about the project. Although the report does not provide examples, you remember reading about supporting detail in the PMBOK It includes all the following except.

A.命令和交付进度 Order and delivery schedules

B.现金流推算 Cash-flow projections

C.最好和最坏情况下的备用进度表 Best-and worst-case alternative schedules

D.干系人职位报告 Stakeholder position papers

参考答案：D

解析：知识点出处： PMBOK 6th 页码：P112 章节：4.5.3.1 工作绩效报告： 工作绩效报告的示例包括状态报告和进展报告。工作绩效报告可以包含挣值图表和信息、趋势线和预测、储备燃尽图、缺陷直方图、合同绩效信息和风险情况概述。可以表现为有助于引起关注、制定决策和采 取行动的仪表指示图、热点报告、信号灯图或其他形式。 工作绩效报告中不包含干系人的职位信息。

第682题 在一个项目中，一家公司替换了其CEO，该CEO提出了一项新的五年战略计划。目前的项目完全符合这一新战略，但项目发起人希望修改项目的范围以适应该战略。项目经理应该做什么？
In a project, a company replaced its CEO, who proposed a new five-year strategic plan. The current project is fully in line with this new strategy, but the project sponsor hopes to modify the scope of the project to suit the strategy.What should the project manager do?

A.要求项目发起人发起变更请求 Ask the project sponsor to initiate a change request

B.修订项目章程，以反映范围变更 Revise the project charter to reflect changes in scope

C.在风险登记册中包含变更的影响 Include the effects of the change in the risk register

D.更新项目管理计划，以包含该变更 Update the project management plan to include the change

参考答案：A

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683题 项目工期为五个月。项目最初费用拨款总额为30.000美元，目前项目处于第三个月。项目前两个月的总支出为12,500美元。项目完工部分超前于进度符合预算。项目的成本差异是多少？
The duration of a project is five months. The total cost initially allocated was US$30,000. The project is in the third month, The total expenditure in the project for the first two months is us$12,500. The project is ahead of schedule and on budget for work completed. What is the cost variance of the project?

A.大于零 Greater than zero

B.小于零 Less than zero

C.零Zero

D.一 One

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P263 章节：7.4.2.2 挣值分析进度绩效指数（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。 符合预算，说明CV=0

第684题 在执行一个高技术项目期间，高层管理人员在不通知项目经理的情况下重新分配核心团队。整合新团队成员将增加项目进度延迟的可能性。若要确定适当的响应措施，项目经理应参考哪份文件？
During the execution of a high-tech project, senior management redistributes the core team without notifying the project manager. The integration of new team members will increase the possibility of project delays.To determine the appropriate response, which document should the project manager refer to?

A.经验教训储存库 Lessons learned repository

B.工作分解结构(WBS)字典 Work breakdown structure (WBS) dictionary

C.团队技能矩阵 Team skills matrix

D.风险登记册 Risk Register

参考答案：D

解析：知识点出处： PMBOK 6th 页码：P455 章节：11.7.1.2 风险登记册的主要内容包括： • 已识别单个项目风险 • 风险责任人 • 商定的风险应对策略 • 以及具体的应对措施。 遇风险，先查册。

第685题 传统管理的项目使用Scrum来开发项目可交付成果。敏捷发布规划要求将最近完成的MVP部署到生产中。然而，质量保证（QA）部门拒绝了MVP，声称部门的政策和程序没有处理中期可交付成果的实施。将问题记录在障碍板上后，项目经理接下来应该做什么？
A traditionally managed project is using Scrum to develop the project deliverables. The agile release plan calls for the recently completed MVP to be deployed into production. However, the quality assurance (QA) department rejects the MVP stating that the department's policies and procedures do not address the implementation of interim deliverables. After recording the issue on the impediment board, what should the project manager do next?

A.提交变更请求以更新质量控制测量结果 Submit a change request to update the quality control measurements

B.请求项目发起人帮助获得必要的批准 Request the project sponsor's help with obtaining the necessary approvals

C.无视QA部门的意见，并按计划发布MVP Ignore the QA department's opinion and release the MVP as scheduled

D.使项目团队在部署前交付功能完整的产品 Ask the project team to deliver a feature-complete product before deployment

参考答案：B

解析：知识点出处：敏捷实践指南 页码：P74 章节：6.1.2 变革就绪情况：积极明确的管理层支持；变革管理实践，包括沟通和引导；逐个项目应用敏捷实践向团队增量地引入敏捷实践；以及通过采取适用的敏捷技术和实践示范引导。 需要领导明确支持敏捷实践的变革。

第686题 你和你的项目团队与来自不同国家的干系人举行见面会。会议后的反馈表明，项目团队感到干系人很冷漠，因为他们在参与对话时总是退让。然而，一些干系人认为项目团队过于强势，不尊重他们的个人空间。有什么可以帮助你避免这些观念？
You and your project team hold a meet-and-greet with stakeholders from a different country. Feedback after the meeting indicates that your project team felt the stakeholders were distant and aloof as they kept stepping back when engaged in conversation. Whereas, some of the stakeholders thought the project team was too pushy and did not respect their personal space. What could have helped you to avoid these perceptions?

A.更好的文化意识 Better cultural awareness

B.获取资源 mproved political awareness

C.进行虚拟会议 Conducting the meeting virtually

D.应用冲突管理技能 Applying conflict management skills

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P376 章节：10.1.2.6 文化意识指理解个人、群体和组织之间的差异。具有文化意识并采取后续行动，能够最小化因项目干系人社区内的文化差异而导致的理解错误和沟通错误。文化意识和文化敏感性有助于项目经理依据干系人和团队成员的文化差异和文化需求对沟通进行规划。 一般不同的人或组织之前有着相反的差异，都属于文化差异

第687题 一个敏捷团队正处于冲刺中，此时发起人要求项目经理停止当前冲刺中几个用户故事的工作。由于最近发布的一项新技术即将上市，发起人倾向于认为这些用户故事没有什么价值。项目经理应该做什么？
An agile team is in the middle of a sprint when the sponsor asks the project manager to stop work on several user stories in the current sprint. With a recent news announcement of new technology soon to hit the market, the sponsor is inclined to think that these user stories would be of little value. What should the project manager do?

A.从冲刺待办事项列表移除发起人指定的用户故事 Remove the user stories indicated by the sponsor from the sprint backlog

B.忽略发起人意见，并指示团队按原计划进行 Ignore the sponsor's input and instruct the team to proceed as originally planned

C.联系产品负责人，询问用户故事是否仍具有优先级 Contact the product owner and ask if the user stories are still a priority

D.进行市场调查以确认新技术的发布 Conduct market research to confirm the announcement of the new technology

参考答案：C

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。 优先级的问题， 应该听PO的。

第688题 你负责管理某新产品开发项目。高级管理层已经签发项目章程，批准项目计划。项目进度和预算都于十分紧张，质量要求也很高。在项目执行阶段，项目干系人一直通过项目沟通计划所规定的方法了解项目进展情况。项目的范围、进度、成本和质量都符合项目计划的要求。突然，你得知整个项目有可能被取消，因为开发的产品完全无法接受。导致这种情况的原因是什么？
You are responsible for the management of a new product development project. The senior management has issued the project charter and approved the project plan. The project schedule and budget are very tight and the quality requirements are extremely high. In the project execution phase, the project stakeholders get to know the project progress by using the method as specified in the project communication plan. The project scope, progress, cost and quality are in line with the requirements specified in the project plan. Unexpectedly, you are told that the whole project may be cancelled because the developed product is totally unacceptable. What is the possible reason?

A.没有识别出某个关键项目干系人 The stakeholder of a key project has not yet been identified

B.项目干系人误解了项目执行情况 The stakeholder misunderstands the status of project execution

C.高级管理层不再支持项目 The senior management no longer supports the project

D.项目遇到了技术上的重大难题 The project is stuck in a major technical problem

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P504 章节：13 项目经理和团队正确识别并合理引导所有干系人参与的能力，能决定着项目的成败。 正确识别并引导参与决定项目成败。

第689题 在项目执行阶段，项目经理意识到项目干系人一直延迟答复敏感性电子邮件。项目经理应该怎么做？
During a project’s execution phase, the project manager realizes that a stakeholder is consistently late in responding to sensitive emails. What should the project manager do?

A.将其作为一个沟通问题记录在风险登记册中。 Log it in the risk register as a communication issue.

B.参阅监督沟通过程，获得替代沟通方式。 Refer to the Control Communications process for an alternative form of communication.

C.修订沟通管理计划中使用的沟通渠道。 Revise the communication channel being used in the communications management plan.

D.请求项目发起人解决该项目干系人的问题。 Ask the project sponsor to address the issue with the stakeholder.

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P389 章节：10.3 监督沟通：项目沟通的影响和结果应该接受认真的评估和监督，以确保在正确的时间，通过正确的渠道，将正确的内容（发送方和接收方对其理解一致）传递给正确的受众。干系人延迟回复敏感邮件，说明邮件不是对敏感信息更好的沟通方式。先B再C。

第690题 在编制项目章程用于批准时，项目经理发现有两名干系人对关键可交付成果的期望有冲突。若要解决期望冲突问题并完成项目章程，项目经理应该首先做什么？
When the Project Charter is prepared for approval,the project manager finds that there are conflicts between the two stakeholders concerning the expectations of key deliverables. What should the project manager do first to resolve the expected conflicts and complete the Project Charter?

A.与关键干系人一起召开一个问题解决会 To hold a problem solving meeting with key stakeholders

B.将该问题上报给项目发起人 To report the issue to the Project Sponsor

C.使用专家判断来决定可交付成果 To use experts' judgement to determine deliverables

D.在章程中减少可交付成果用于后期定义 To reduce deliverables in the Charter for later definition

参考答案：A

解析：知识点出处： PMBOK 6th   页码：P80 章节：4.1.2.3 引导式研讨会：引导是指有效引导团队活动成功以达成决定、解决方案或结论的能力。引导者确保参与者有效参与，互相理解，考虑所有意见，按既定决策流程全力支持得到的结论或结果，以及所达成的行动计划和协议在 之后得到合理执行。 引导式研讨会能够达成决定、解决方案或结论。

第691题 一个项目是为了开发一个新产品，在该项目开始几周后，当地社区煽动破坏项目工作。项目经理应该做什么?
A few weeks after a project to develop a new project begins,local community advocates disrupt project work.What should the project manager do?

A.要求项目发起人与当地社区团体接洽，解释项目的收益 Ask the project sponsor to engage with local community groups to explain the project's benefits

B.将该社区作为干系人添加进干系人参与计划中 Add the community as stakeholders in the stakeholder engagement plan

C.获取法律援助以重新获得项目控制权 Obtain legal assistance in regaining control of the project

D.告知社区必须联系他们的当地代表 Advise the community that their local representatives must be contacted

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P505 章节：13 为了实现项目收益，识别干系人过程需要迭代开展，至少要在以下时点开展这些活动： （1）项目进入其生命周期的不同阶段； （2） 当前干系人不再与项目工作有关，或者在项目的干系人社区中出现了新的干系人成员； （3）组织内部或更大区域的干系人社区发生重大变化。 出现以上三点情况时要重新识别干系人，并更新干系人登记册

第692题 一位敏捷教练被要求为即将到来的敏捷项目团队建立团队。管理层希望利用公司现有的人才，而不要使用外部资源。敏捷教练联系人力资源部门，在公司内部网站上为未来的团队成员发布招聘广告。敏捷教练在广告中提出的以下哪项工作要求是最好的？
An agile coach has been requested to put together a team for the upcoming agile project. The management wants to use the talent available in the company without the need to go outside. The agile coach approaches the human resource department to advertise the position for the prospective team members on the company internal website. Which of the following job requirements is best for the agile coach to indicate in the ad?

A.熟悉动态系统软件开发方法（DSDM） Experienced with the dynamic systems software development methods (DSDM)

B.熟练掌握自动化测试过程和程序 Self-starter and proficient in the automated testing processes and procedures

C.对不同技能是否有专注的专长和丰富的经验 Has a focused specialty as well as a breadth of experience across multiple skills

D.具有团队合作精神，熟悉所有敏捷软件开发工具 Team player and briefly familiar with all agile software development tools

参考答案：C

解析：知识点出处：敏捷实践指南 页码：P42 章节：4.3.3 通才型专家： 敏捷团队是跨职能的。不过，许多成功的敏捷团队都由通才型专家组成，他们也称为 T 型人才。 这意味着这些团队成员在具备一项擅长的专业化技能的同时，还拥有多种技能的工作经验，而不是单一的专业化。T型、通才型、跨职能型人才是敏捷团队成员的重要特点。

第693题 在团队会议期间，项目经理不能保持项目团队的注意力，团队成员不断查看电子邮件，并讨论不相关的话题，发生这种问题的原因是什么？
During team meetings, the project manager cannot maintain the project team’s attention. Team members constantly check emails and discuss unrelated topics. What is the cause of this issue?

A.项目经理没有准备会议议程 The project manager does not have a meeting agenda

B.项目经理没有沟通团队原则 The project manager has not communicated the ground rules

C.项目经理处于一个弱矩阵型组织 The project manager is in a weak matrix organization

D.项目经理的领导力不足 The project manager has inadequate leadership skills

参考答案：B

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。 需要有团队的基本规则，来确定团队的纪律、价值观和一致性。

第694题 物业管理团队通知他们的现有办公大楼已经达到其容量。项目经理已经开始为新项目招募资源，包括外包提供商和一些外部承包商。项目经理应考虑下列哪一项？
A property management team advises that their existing office building has reached its capability. A project manager has already started acquiring resources for a new project, which will include outsourced providers and a few external contractors.Which of the following should the project manager consider?

A.组建虚拟团队，从多个地点工作 Forming virtual teams working from multiple locations

B.允许团队成员在远程地点工作 Allowing team members to work from remote locations

C.安排团队成员在不同班次、时间或日期工作 Scheduling team members to work in different shifts, hours, or days

D.提交一份请求，重新安排项目团队的工作地点 Submitting a request to relocate the project team

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P333 章节：9.3.2.4 虚拟团队的使用为招募项目团队成员提供了新的可能性。虚拟团队可定义为具有共同目标、在完成角色任务的过程中很少或没有时间面对面工作的一群人。现代沟通技术（如电子邮件、电话会议、社交媒体、网络会议和视频会议等）使虚拟团队成为可行。 大楼已满，又有很多外部资源，建议使用虚拟团队

第695题 一个使用多个供应商的项目估计将在两年内完成。在第一年结束时,发现存在重大预算超支。项目经理意识到必须将项目重新拉回控制，因此签发一项变更请求。若要支持这项变更请求,项目经理应该做什么?
A project that uses several vendors is estimated to complete in two years.At the end of the first year,a significant budget overrun is identified that project must be brought back under control,the project manager issues change request.What should the project manager do to support the change request?

A.更新变更控制过程 Update the change control progresses

B.完成质量审计 Complete a quality audit

C.召开风险研讨会 Conduct a risk workshop

D.执行根本原因分析 Perform a root cause analysis

参考答案：D

解析：知识点出处： PMBOK 6th 页码：P111 章节：4.5.2.2 根本原因分析关注识别问题的主要原因，它可用于识别出现偏差的原因以及项目经理为达成项目目标应重点关注的领域。 注意监控过程组六个数据分析的工具，根本原因分析为其之一。

第696题 一个产品开发项目正在进行中。该项目在软件开发中使用敏捷的生命周期，并在一个包罗万象的项目管理计划中运行。尽管经过周密的计划，但在发布了两个软件版本之后，用户指南并没有更新以反映最新的版本，这给最终用户造成了很大的混乱。项目经理应该做什么来确保此问题不再发生？
A product development project is underway. The project uses an agile life cycle in software development and runs in an all-encompassing project management plan. Despite careful planning, after the release of two software versions, the user guide was not updated to reflect the latest version, which caused a lot of confusion to end users. What should the project manager do to ensure that this problem does not occur again?

A.提交变更请求以修改用户指南，使指南与当前软件版本保持一致 Submit a change request to modify the user's guide in a way that the guide will be consistent with the current software release

B.还原到软件的用户指南与发布给用户的软件一致的最后一个版本 Revert back to the last version of the software where the user's guide was consistent with the software released to the users

C.要求CCB执行配置审查，以确保项目配置项的组成正确 Ask the CCB to perform a configuration audit to ensure that the composition of the project's configuration items is correct

D.提交变更请求以修订变更管理计划，以确保将用户指南标识为配置要素 Submit a change request to revise the change management plan to ensure that the user's guide is identified as a configuration element

参考答案：C

解析：知识点出处： PMBOK 6th 页码：P118 章节：4.6.2.2 变更控制工具：为了便于开展配置和变更管理，可以使用一些手动或自动化的工具。配置控制重点关注可交付成果及各个过程的技术规范，而变更控制则着眼于识别、记录、批准或否决对项目文件、可交付成果或基准的变更。 配置管理的一个重要功能就是管理产品版本

第697题 制定项目范围说明书之后，团队已准备好继续进行其他项目活动。项目团队要项目经理为下一个项目会议的活动和成果提供指导。项目经理接下来应该怎么做？
After defining the project scope statement the team is ready to proceed with other project activity. The team members request the project manager to provide education about activities and outcomes for the next project session. What should the project manager do next?

A.列出限制团队更新项目文件选择范围的制约因素 list the project constraints that limit the team options to update project documents

B.收集需求，创建需求跟踪活动资源 collects the requirement to create the requirements resource

C.将活动清单排序，估算活动 sequence the activity list to estimate the activity resources

D.审查之前项目的政策，程序和经验教训，创建工作分解结构 review the policies, procedures, and lessoned from work breakdown structure

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P156 章节：5.4 创建工作分解结构（WBS ）是把项目可交付成果和项目工作分解成较小、更易于管理的组件的过程。 定义范围后，创建WBS。

第698题 当项目发起人找到Scrum主管，要求在当前的冲刺中立即开发一个新的、紧急的、潜在的复杂的强制性法规遵循相关的需求时，Scrum团队正处于冲刺的中途。发起人强调，如果需求没有实现，整个项目可能会被取消。Scrum主管的最佳回应是什么？
A scrum team is midway into a sprint when the project sponsor approaches the scrum master and requests that a new, urgent, and potentially complex mandatory compliance-related requirement should be developed immediately in the current sprint. The sponsor stresses that if the requirement is not implemented, the entire project may be canceled. What is the scrum master’s best response?

A.将要求添加到产品待办事项列表，并请求产品负责人在冲刺结束之后审查需求 Add the requirement to the product backlog and request the product owner to review the requirement after the sprint is over

B.与产品负责人讨论要求，让他们做出决定，包括冲刺取消 Discuss the requirement with the product owner, and let them make a decision, including sprint cancellation

C.提交变更请求以更新范围基准并将要求添加到需求可追溯性矩阵 Submit a change request to update the scope baseline and add the requirement to the requirement traceability matrix

D.将要求添加到当前冲刺待办事项列表，并指示团队立即开始处理该待办事项列表 Add the requirement to the current sprint backlog and direct the team to start working on it immediately

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。 是否变更，由PO决定。

第699题 项目已完成并获得客户批准，IT部门计划对项目进行不定期审计。项目经理应该怎么做？
The project has been completed and approved by the customer. The IT department plans to conduct an unscheduled audit on the project. What should the project manager do?

A.请求审查IT部门的质量保证政策 Request to review IT departments quality assurance policy

B.告知项目发起人IT审计不是质量管理计划的一部分 Inform the project sponsor that the IT audit is not part of the quality management plan

C.审查公司政策并通知涉及项目的干系人 Review the companys policies and notify the project stakeholders

D.允许审计，因为可以为项目提供更多价值 Allow auditing, because it can provide more value to the project

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P294 章节：8.2.2.5 审计：识别良好及最佳实践；识别所有违规做法、差距及不足；分享良好实践；改进过程的执行，从而帮助团队提高生产效率；强调每次审计都应对组织经验教训知识库的积累做出贡献。 审计好处多多，应该对审计持有开放的态度。

第700题 你向项目出资人提供了项目的成本估算，他对估算不满意，因为他认为价格太高了。他要你削减项目估算的15%，你该怎么做？
You provide a project cost estimate to the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut 15 percent off the project estimate. What should you do?

A.启动该项目，并不断的节约成本 Start the project and constantly look for cost savings

B.告诉所有团队成员削减其估算的15% Tell all the team members to cut 15 percent from their estimates

C.告诉出资人要削减的活动 Inform the sponsor of the activities to be cut

D.加入工资率低的额外资源 Add additional resources with low hourly rates

参考答案：C

解析：知识点出处： PMBOK 6th 页码：P247 章节：7.2.3.2 估算依据： 成本估算所需的支持信息的数量和种类，因应用领域而异，不论其细程度如何，支持性文件都应该清晰、完整地说明成本估算是如何得出的。 有清晰明确的估算依据，若出资人认为还要缩减，就需要缩减项目范围了。