第701题 在新建水处理厂的建设过程中，政府对处理厂制定了更为严格的质量要求。项目经理接下来应该做什么？
In the middle of the construction of a new water treatment plant, the government established more stringent water quality requirements for treatment plants. What should the project manager do next?

A.根据法律要求，更新质量管理计划 Update the quality management plan due to the legal requirement

B.提交变更请求以更新质量管理计划 Submit a change request to update the quality management plan

C.督促项目发起人更新项目章程 Ask the project sponsor to update the project charter

D.更新范围基准以反映这些变更 Update the scope baseline to reflect the changes

参考答案：B

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：项目将采用的质量标准；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； 质量要求更严格，说明变更了质量标准，质量标准在质量管理计划。

第702题 项目经理制定了一个全面的项目管理计划，包括完全详细的WBS和详细的项目进度计划。尽管做了这些努力，但项目仍然落后于计划，因为变更控制委员会（CCB）无法处理大量变更，即使其中大部分已经被产品负责人批准了。项目经理的最佳行动方案是什么？
A project manager has developed a comprehensive project management plan, including a fully elaborated WBS and detailed project schedule. Despite these efforts, the project is running behind schedule because the change control board (CCB) is unable to cope with the high volume of changes, even though most of them have been approved by the product owner. What is the project manager's best course of action?

A.要求终止现有的项目，并寻求批准来启动一个将使用敏捷方法的新项目 Request the termination of the existing project and seek approval to initiate a new project that will utilize agile methodologies

B.提交变更请求来更新项目进度计划，以反映CCB的长过程时间所造成的延迟 Submit a change request to update the project schedule to reflect the delays caused by the CCB's long process times

C.寻求批准绕过变更控制过程，让项目团队直接与产品负责人合作 Seek approval to bypass the change control process and have the project team collaborate directly with the product owner

D.告诉产品负责人项目正在使用预测模型，这意味着大多数变更都应该被拒绝 Instruct the product owner that the project is using a predictive model, which means most of the changes should be rejected

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 。 设立了PO，还要经过CCB，那设立PO就没有意义。

第703题 一个大型复杂项目的项目经理了解到，一位关键干系人反对在项目后期批准的变更，项目经理不愿冒犯这位干系人，但也不希望延迟该项目。项目经理应该做什么？
The project manager of a large and complex project learned that a key party was opposed to changes approved later in the project, and the project manager was unwilling to offend the party, but did not mean to delay the project.What should the project manager do?

A.与该干系人一起审查沟通管理计划 Review the communication management plan with the interested party

B.取消已批准的变更，以满足干系人的要求 Cancel approved changes to meet the requirements of interested parties

C.让干系人参考变更日志，以显示变更批准 Have interested parties refer to the change log to show change approval

D.与干系人一起讨论干系人参与计划 Discuss the stakeholder participation plan with the stakeholder

参考答案：C

解析：知识点出处： PMBOK 6th   页码：P120 章节：4.6.3.3 变更日志： 变更日志用于记录项目期间发生的变更。 变更已审批，并记录在变更日志中。因此要看变更日志。 D，应该项目经理审查，而不是和干系人审查。

第704题 担心与项目无关的邮件数量，一名团队成员认为其中一个可交付成果将延迟，因为在读和回复邮件上花费了大量时间。项目经理应该怎么做？
Concerned about the quantity of irrelevant project-related emails, a team member think one deliverable will be delayed, because of the time spent reading and replying to emails.What should the project manager do?

A.要求团队成员加班完成工作。 Ask the team member to work overtime to complete the work.

B.要求项目团队更改项目沟通管理计划。 Ask the project team to change the communications management plan.

C.与项目团队一起强化时间管理计划指南。 Reinforce the time management plan guidelines with the project team.

D.与项目团队一起强化沟通管理计划指南。 Reinforce the communications management plan guidelines with the project team.

参考答案：D

解析：解析：《PMBOK》第6版388页，10.3-监督沟通。一道让同学们非常费解的题目，沟通出现了问题，为什么不先对沟通管理计划进行优化，反而选择了重温沟通管理计划？这是缘于在对大量沟通困境案例的分析之后，发现这些组织、项目普遍出现“信息超载”的现象，即便有明确的沟通管理计划对如何进行沟通进行了事先约定，仍然有大量的无效信息进入沟通渠道，形成噪声，对有效信息进行了干扰。例如，本来用来传递项目执行状态的绩效信息中出现了大量的主观用语，本来用来快速沟通项目相关信息的即时聊天工具中出现了大量跟工作无关的闲聊。所以，要解决“信息超载”的问题，需要从信息的发送端入手，对无效消息进行摒除，而不是要求信息的接收端去被动的适应。在进行了上述的操作后，再根据优化后的效果适度的调整沟通管理计划，甚至可能不需要调整，只需要严格按照原定计划就能获得预期的效果，因此选项D正确。选项A，要求团队被动的接受，错误，只会让信息超载日益恶化。选项B，问题不在于既有的沟通管理计划不能指导项目的实施，而在于没有贯彻实施，所以直接调整沟通管理计划是错误的解决问题路径。选项C，没有时间管理计划，而且这种解决路径也是要求团队成员去承担信息超载，错误。

第705题 为了利用早期的收入，一个项目团队正在逐步地生产可交付成果。该项目趋向于满足所有的基准。然而，项目经理已经确定团队的速度在相同的时间段内，在SPI为0.83的前5次冲刺中，速度每次都是50个故事点。项目经理应该如何回应团队的表现？
A project team is producing deliverables incrementally in order to take advantage of early revenue. The project is trending to meet all of the baselines. However, the project manager has determined that the team's velocity has been 50 points for each of the first five sprints with an SPI of 0.83 over the same time period. How should the project manager respond to the team's performance?

A.提交变更请求以修订项目进度基准 Submit a change request to revise the project schedule baseline

B.建议团队在冲刺计划中设定更现实的目标 Suggest that the team set more realistic goals during sprint planning

C.打破时间表，让生产力回到正轨 Crash the schedule in order to get productivity back on track

D.为每次冲刺分配60个故事点 Assign the team 60 story points for each sprint going forward

参考答案：B

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。 每次速度恒定，说明团队能力稳定，建议将进度基准调 节为与速度一致。

第706题 在项目施工阶段，供应商处发生火灾，导致原材料的供应延迟了一周，项目经理已识别到延迟的风险并包含在计划当中，发生这个事件之后，项目经理首先应该怎么做？
During the projects construction phase, a supplier has a fire and the supply of raw material is delayed by a week, The project manager identified the risk of a delay and inclued it in the plan .After the occurrence of the event, what should the project manager do first?

A.执行风险响应计划 Carry out risk response planning

B.由于材料延误，要求项目延期 Ask for an extension of the project due to delay

C.更新项目基准 Update the project baseline

D.更新风险登记册 Update the risk register

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P455章节：11.7.1.2 风险登记册：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707题 项目经理正在对比项目预算与行业指数，项目经理注意到项目预算低于类似项目的预算，项目经理应该怎么做？
A project manager is comparing the project budget with the industry index. The project manager noticed that the project budget was lower than the budget for similar projects. What should the project manager do?

A.更新风险登记册 Update risk register

B.调节资金限制 Regulate funding limit

C.执行储备分析 Execute reserve analysis

D.请求专家判断 Request expert judgment

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P252 章节：7.3.2.1 专家判断应征求具备以下专业知识或接受过相关培训的个人或小组的意见：以往类似项目；来自行业、学科和应用领域的信息；财务原则；资金需求和来源。 项目经理对比的是行业信息，因此选择专家判断。储备分析与题干无关。

第708题 一位新团队成员在一个月前加入团队，并接受了资源管理计划中规定的必要培训，这位新团队成员无法按时完成分配的任务，从而影响到团队绩效。项目经理下一步应该怎么做？
A new team member joined the team a month ago and received the necessary training as specified in the resource management plan. The new team member was unable to complete the assigned tasks on time, which affected the team's performance. How to do it?

A.增加所需的额外培训并更新资源管理计划 Increase additional training required and updating the resource management plan

B.将问题升级上报给管理层，要求将该团队成员调到另一个项目，并找到一位经验更丰富的资源作为替代 Escalate the problem to management, request that the team member be transferred to another project, and find a more experienced resource as an alternative

C.与该团队成员讨论这个问题，并一致达成一项具有可测量纠正措施的行动计划 Discuss the issue with the team members and agree on an action plan with a measurable corrective action

D.在下一次计划的绩效评估中解决该团队成员的培训需求 address the training needs of the team members in the next planned performance evaluation

参考答案：C

解析：知识点出处： PMBOK 6th 页码：P342 章节：9.4.2.6 培训：项目经理应该按资源管理计划中的安排来实施预定的培训，也应该根据管理项目团队过程中的观察、交谈和项目绩效评估的结果，来开展必要的计划外培训 。培训完还是绩效不好，需要找他面谈，找到原因并提供解决措施，必要时开展计划外培训。

第709题 在一个项目接近完成时，客户请求增加在已批准项目范围以外的额外功能。客户表示如果没有该功能，将不会提供项目验收。项目经理下一步应该做什么？
When a project is nearing completion, the client requests additional features that are not included in the scope of the approved project. The customer stated that without this feature, project acceptance will not be provided. What should the project manager do next?

A.与项目发起人讨论客户的需求，并请求获得他们的批准 Discuss the client's needs with the project sponsor and request their approval

B.要求客户遵循已批准的工作说明书(SOW)并避免变更 Require customers to follow approved work instructions (sow) and avoid changes

C.分析增加新功能的影响，并仅在不影响进度计划时将其包含在内 Analyze the impact of adding new features and include them only if they do not affect the schedule

D.收集有关该功能的更多信息，并向变更控制委员会(CCB)提交变更请求 Collect more information about the feature and submit a change request to the Change Control Board (CCB)

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P166章节：5.5.3.3变更请求对已经完成但未通过正式验收的可交付成果及其未通过验收的原因，应该记录在案。可能需要针对这些可交付成果提出变更请求，开展缺陷补救。客户不验收，只能进一步了解，再提交变更。

第710题 在一个混合型项目中，客户发布的合同规定了每个季度的可交付成果，客户希望在第一季度向干系人展示一项有形的成果，并希望将第二个里程碑前移至第一季度，项目经理向客户解释说这是不可行的，除非第二个里程碑的需求有所变更。项目经理应采用哪两种措施？（选择两项）In a hybrid project,the customer has issued a contract that specifies the deliverables for each quarter.The customer wants to show their stakeholders a tangible outcome in the first quarter and wants to move the second milestone to the first quarter.The project manager explains to the customer that it is not feasible unless the requirements for the second milestone are changed. Which two actions should the project manager take?(Choose two)

A.询问开发团队，与其讨论第二个里程碑的哪些需求可以在第一季度实施。Go back to the development team and discuss which second milestone requirements can be performed in the first quarter.

B.就第二个里程碑的需求，了解客户的优先要务。Ask the customer for their priorities regarding the requirements for the second milestone.

C.告诉客户将里程碑前移会对项目成本产生很大影响。Tell the customer that moving the milestone has a very high impact on the cost of the project.

D.将问题上报给上层管理人员，以便解决该问题，并提出计划。Escalate the issue to upper management to resolve the prob.and suggest a plan.

E.说服客户将第二个里程碑保持原样，不要对之作出变更。Convince the customer to leave the second milestone in place and not change it.

参考答案：AB

解析：需要提前交付，一方面从交付价值层面要了解哪些是需要的，另一方面需要知道哪些可以提前。所以AB选项都正确。

第711题 某公司一直在对其当前的业务模式，实施变革。该变革需要借助多个敏捷团队实施一个复杂的项目，项目经理应让测试团队将以下哪三个方案作为测试机制？（选择三项）。A company is changing their current business model.The change requires implementing a complex project using multiple agile teams. What three options should the project manager have the testing team adopt as testing mechanisms?(Choose three)

A.涵盖所有可能选择项的实验性方法。An experimental approach to cover all possible choices.

B.基于行为和测试驱动开发的测试。Tests based on behavior and test-driven development.

C.独立的个人测试。Independent personal testing.

D.故事测试。Story testing.

E.安全性和性能测试。Security and performance testing.

参考答案：BCD

解析：基于行为和测试驱动开发的测试，及行为驱动开发BDD和测试驱动开发TDD；故事测试；及Independent personal testing 独立测试对应于一个独立的团队，他们参与开发人员以外的测试活动以避免作者偏见，并且通常更有效地发现缺陷和故障，都是测试机制。 testing mechanism测试机制，而不是测试类型，所以A、E不对。

第712题 项目团队已经互相介绍并知晓知道项目的含义。团队接下来要经历哪两个阶段？（选择两项）
The project team has been introduce to each other and are aware of the what the project will be about. What 2 phases will the team go through next? (Choose 2)

A.规范阶段 Norming

B.形成阶段 Forming

C.震荡阶段 Storming

D.解散阶段 Adjourning

E.成熟阶段 Performing

参考答案：AC

解析：知识点出处：PMBOK 6th 页码：P338 章节：9.4 塔克曼阶梯理论：形成阶段、震荡阶段、规范阶段、成熟阶段、解散阶段。 互相介绍，属于形成阶段，接下来应该是震荡阶段和规范阶段。

第713题 你正在为一个将使用敏捷方法进行产品开发的项目制定项目管理计划。你希望确保关键的干系人在项目的整个过程中都能了解交付的业务价值。 你的最佳行动方案是什么?(选择三个)
You are in the process of developing the project management plan for a project which will use agile methods for product development. You want to ensure that the key stakeholders will be kept apprised of the business value delivered throughout the course of the project. What is your best course of action? (Choose three)

A.等到项目结束时，向干系人展示项目可交付成果 Wait until the end of the project to demonstrate the project deliverables to the stakeholders

B.邀请干系人参加定期的迭代评审会议 Invite the stakeholders to attend the regular iteration review meetings

C.根据项目待办事项列表中每个项的业务值分配故事点 Assign story points based on the business value for each item in the project backlog

D.利用信息发射器，如看板和燃烧图表。 Utilize information radiators such as a Kanban board and burn charts.

E.确保沟通管理计划指定定期向干系人报告项目状态。 Ensure the communications management plan specifies periodic project status reporting to the stakeholders

参考答案：BDE

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： 当团队以用户故事的形式完成特定功能时，团队会定期展示工作产品。 看过展示后，产品负责人接受或拒绝故事。 A是传统项目，C是PO做的。

第714题 项目经理开始对一个新项目进行最初的计划。在审查了项目章程并与项目发起人和关键干系人交谈之后，项目经理选择了一个可预测的项目生命周期。 这种生命周期的选择将如何影响项目的实施方式？（选择三个）
A project manager begins the initial planning of a new project. After reviewing the project charter and speaking with the project sponsor and key stakeholders, the project manager selects a predictive project life cycle. How will the selection of this life cycle shape the way the project is carried out? (Choose three)

A.成本和时间将是固定的，项目范围将允许变化。 Cost and time will be fixed, and the project scope will be allowed to vary.

B.需求将在项目开始前确定。 The requirements will be determined upfront before the project execution begins.

C.业务价值将经常交付给客户，而不仅仅是在项目结束时。 Business value will be delivered to the customer frequently rather than just at the end of the project.

D.一个单一的最终产品将在项目结束时交付。 A single final product will be delivered at the end of the project.

E.变化将受到尽可能大的限制。 Changes will be constrained to the extent possible.

F.任何更改都将在整个项目中受到欢迎，并为客户的利益而加以利用。 Any changes will be welcomed throughout the project and harnessed for the benefit of the customer.

参考答案：BDE

解析：知识点出处：敏捷实践指南 页码：P20章节：3.1.1预测型生命周期的特征高确定性的明确的需求（B）；项目活动通常以顺序方式执行；团队需要详细的计划；尽可能减少预测型项目的变更（E）；通常不会在项目结束前交付商业价值（D）。A错误，CF是敏捷项目的特征。

第715题 一个没有敏捷方法经验的组织雇佣了一个敏捷教练来领导一个项目。该项目将使用看板开发项目可交付成果。下列哪项培训活动对项目的成功至关重要？（选择三个）
A scrum master has been hired to lead a project  for an organization that has no prior experience with agile methodologies. The project will use Scrumban for the development of project deliverables.Which of the following training activities will be critical for the success of the project? (Choose three)

A.与整个项目团队一起举办关于敏捷思维和原则的敏捷研讨会 Conducting an agile workshop on the agile mindset and principles with the entire project team

B.教授开发团队如何根据业务价值对项目待办事项排序 Teaching the development team how to prioritize the project backlog according to business value

C.向开发团队解释工作将如何通过看板，以及如何遵守在制品限制 Explaining to the development team how the work will flow through the Kanban board and how to follow WIP limits

D.确保产品负责人清楚地了解如何培养待定项 Ensuring that the product owner has a clear understanding of how to groom the backlog

E.对产品负责人进行日常scrum会议的最佳实践培训 Training the product owner on best practices for facilitating the daily scrum meetings

F.指导项目团队如何确保严格的变更控制过程的实施 Instructing the project team on how to ensure the implementation of a rigid change control process

参考答案：ACD

解析：知识点出处：敏捷实践指南页码：P82章节：6.6.3通过培训和指导发展人才。B应该PO来做；E是整个团队而非单纯PO；F错误。

第716题 一个项目经理正在为一个建造定制工业冲压机床的项目制定质量管理计划。这台机器将由供应商生产的部件组装而成。为了确定质量成本，项目经理检查一致性和非一致性的成本。项目经理应该审查下列哪一项以确定一致性的成本?(选择四个）
A project manager is developing a quality management plan for a project to build a custom industrial stamping machine. The machine will be assembled from parts produced by vendors. To determine the cost of quality, the project manager examines the costs of conformance and nonconformance.Which of the following should the project manager review to determine the cost of conformance? (Choose four)

A.因零件或工艺缺陷而引起的保修费用 The cost of warranty claims due to defective parts or workmanship

B.与项目团队培训相关的成本 Costs associated with training of the project team

C.组装前与机器单个部件测试有关的费用 Expenses related to the testing of individual parts of the machine prior to assembly

D.因破坏性试验而引起的损失 Losses incurred as the result of destructive testing

E.由于产品故障而导致业务损失的经济价值 The economic value of lost business due to product failures

F.在生产过程中与部件检查相关的成本 Costs related to inspections of subassemblies during the manufacturing process

参考答案：BCDF

解析：知识点出处：PMBOK 6th
页码：P282章节：8.1.2.3质量成本：预防成本、评估成本、内部失败成本、外部失败成本。一致性成本的核心就是花钱规避失败。

第717题 项目经理刚刚从组织辞职的另一位项目经理那里接管一个正在进行的项目。在审查项目管理计划时，项目经理意识到成本偏差和进度偏差主要是负面的。项目尚未解决，还未向供应商支付已完成的工作，并且减轻次生风险正迅速耗尽预算。本应该采取哪种三项措施来避免这种情况？（选择三项）
A project manager has just taken over an ongoing project from another project manager who resigned from the organization. During a review of the project management plan, the project manager realizes that the cost variance and schedule variance are primarily negative. Several issues reported on the project have not been resolved. Vendors have not been paid for work done, and mitigation of secondary risks is quickly depleting the budget. Which three actions should have been taken to avoid this situation? (Choose three)

A.在项目章程中实施明确的假设 Implemented explicit assumptions in the project charter

B.在项目章程中增加应急预算 Added a contingency budget to the project charter

C.确定项目交接程序 Identified project handoff procedures

D.确保项目治理控制措施得到批准和实施 Ensured the project governance controls were approved and implemented

E.在项目规划阶段确定高风险和对策 Identified high-level risks and responses in the project planning phase

参考答案：ADE

解析：知识点出处： PMBOK 6th 页码：P395 章节：11 项目风险管理的目标在于提高正面风险的概率和（或）影响，降低负面风险的概率和（或）影响，从而提高项目成功的可能性。 进度和成本同时有问题都是风险没有管理好。B章程里没风险C交接不管用。

第718题 项目经理观察到，两名团队成员在各种会议上一直公开地争论不休。为了推销自己的想法，他们分别直接与发起人单独沟通，并做出决定，从未知会项目经理和其他团队成员。 项目经理应采取哪两种措施？（选择两项）The project manager has observed that two team members have been arguing with each other openly at meetings To push their ideas through, each team member individually spoke with the sponsor directly and made decisions without informing the project manager or other team members What two actions should project manager take? (Choose two)

A.在下一次会议上重申基本规则，确保所有团队成员都清楚这些规则。Reiterate ground rules at the next meeting and ensure that a!l team members are clear about these rules.

B.让团队成员自行解决问题。Ask the team members to work it out themselves.

C.解决每名团队成员的行为问题。Address the behavioral issue with each team member.

D.直接与他们的经理讨论这种行为，并请求他们纠正这种行为。Discuss the behavior directly with their managers and request them to correct the behavior.

E.与其他项目经理讨论这一情况，并请求他们提供建议。Discuss this situation with other project managers and ask for advice.

参考答案：AC

解析：首选就是要保证团队成员都能够清楚和遵守团队规则，在同一个标准下开展工作，如果发现有行为偏差，作为团队领导者一定首先纠正。会议规则及项目沟通规则，就非常重要。

第719题 某为期多年的大型项目需要高技能员工才能成功部署。管理团队和项目发起人分析了资源需求，并同意为项目雇佣长期职工，以避免潜在的预算超支问题。但在项目开展过程中存在员工流动的风险，这可能会对交付产生影响，项目经理应采取哪两种措施来减轻这种风险？（选择两项）。A large multi-year project requires highly skilled staff for successful deployment The management team and the project sponsor have analyzed the resource requirements and agreed to have permanent staff hired for the project to avoid potential budget overrun.However,there is a risk of staff turnover during the course of the project,which may have an impact on the delivery. Which two actions should the project manager take to mitigate this risk? (Choose two)

A.引入一个奖励计划，对资源绩效进行激励和奖赏。Introduce a recognition program to motivate and reward resource performance.

B.通过培训、辅导和指导推动项目团队提高能力。Enhance the competencies of the project team through training mentoring,and coaching.

C.增加训练有素的员工，以便培养后备资源。Increase the trained staff to create back-up for resources.

D.说服高层管理人员雇佣第三方员工。Convince senior management to hire third-party staff.

E.与管理层开会讨论将项目分解成较小的项目。Meet with management to discuss dividing the project into smaller projects.

参考答案：AB

解析：《PMBOK》第6版453页，11.7-监督风险。“以避免潜在的预算超支问题”，从这句描述上看，预算超支的风险对于客户来说比较敏感（至少是比较在意的），所以在制定关于减轻人员流动风险的应对计划时尽量不增加成本才能争取到关键干系人的认可。因此，选项C和D，都是已经实实在在的让成本预算出现了增项，排除。特别是C选项，在大型项目中对于资源的控制权往往掌握在职能部门经理手中，项目经理无权批准增加员工储备，因为这样的行为会影响组织的经营表现。只有选项AB是以较低的成本支出来增加团队产出效率的解决方案，而且无论是发放的奖金还是培训活动的经费都是可以预先规划的，列入成本基准，也容易获得关键干系人的认可。

第720题 项目经理说：“我现在不能处理这件事。"此时，该项目经理用的何种冲突解决技巧？
What conflict resolution technique is a project manager using when he says, I cannot deal with this issue now!

A.解决问题 Problem solving

B.强迫 Forcing

C.撤退 Withdrawal

D.妥协 Compromising

参考答案：C

解析：知识点出处：PMBOK 6th   页码：P349 章节：9.5.2.1 撤退/回避：从实际或潜在冲突中退出，将问题推迟到准备充分的时候，或者将问题推给其他人员解决。 对项目影响不大的时候，项目经理可以选择回避。