第61题 项目经理正在与客户举行一个进度会议。客户要求进行设计变更，这可能为项目增值。项目经理应该采取什么行动？A project manager is attending a progress meeting with a client. The client requests a design change which might potentially add value to the project. What action should the project manager take?

A.咨询团队成员并允许他们做出决策。Consult with team members and allow them to make a decision.

B.适应变更请求以满足客户的需求。Accommodate the change request to serve the client's needs.

C.说服客户不要对项目作出变更。Convince the client not to make changes to the project.

D.做出专注于项目目标的事务性决策。Make transactional decisions focusing on the project goals.

参考答案：D

解析：采用排除法，AB错误，变更需要走变更流程，范围变更是CCB审批；选项C直接拒绝变更不对。 选项D最佳，当干系人提出变更请求时，项目经理应考虑该变更对项目目标和整体计划的影响。

第62题 一个高绩效团队成员的绩效在过去一年中得到持续提升，和其他成员拉开差距，但是项目经理不愿意公开承认该团队成员的贡献，因为他担心会打击其他人的积极性。而项目经理同样也很担心如果团队成员得不到应有的奖励，团队成员会离开。项目经理应该怎么做？A high-performing team member' s performance has been consistently increasing over the past year, leaving other peers behind. The project manager has been reluctant to publicly recognize the tea m member' s contributions for fear of discouraging others. The project manager is also concerned that the team member may leave if not rewarded for the contributions made. What should the project manager do?

A.将表现较好的团队成员提升到更高的职位。Promote the higher performing team member to a higher position.

B.要求表现好的团队成员指导其他团队成员。Request the high-performing team member t o mentor the other team members.

C.提醒表现好的团队成员关注共同的奖励而不是个人的奖励。Remind the high-performing team member to focus on shared rewards rather than individual rewards.

D.私下奖励表现好的团队成员，以避免团队的混乱。Reward the high-performing team member pr ivately to avoid team disruption.

参考答案：B

解析：在这种情况下，选择B，即要求高绩效团队成员指导其他团队成员，可以在不刺激其他团队成员的情况下激励高绩效团队成员。这样可以为高绩效团队成员提供一种积极的方式来分享其经验和知识，并鼓励其他团队成员向高绩效团队成员学习和成长。这样可以提高整个团队的绩效，同时避免其他团队成员的挫败感和不满。

第63题 在开发一个新项目的定义过程中，项目经理发现最近已经完成了一个类似的项目。项目经理应该首先做什么？During the development of a new project's definition, the project manager identifies that a similar project has recently been completed. What should the project manager do first?

A.安排一个知识共享会议。Arrange a knowledge-sharing session.

B.使用前一个项目的项目管理计划。Use the project management plan from the previous project.

C.查看前一个项目的经验教训。Review the lessons learned from the previous project.

D.查看前一个项目的问题日志。Review the issue log from the previous project.

参考答案：C

解析：PMBOK 6th，4.4.3.1-经验教训登记册，P104。经验教训登记册会记录遇到的挑战、问题、意识到的风险和机会，或其他适用的内容。在项目管理中，从过去的项目中学习并避免相同的错误是至关重要的。

第64题 某总承包公司CEO紧急要求项目经理签约两名项目组成员参加某特定培训课程。培训进行到一半时，两名团队成员都抱怨培训难度太大，超出了自己的经验水平，而且材料与任务不匹配。项目经理应该做些什么来防止这种情况发生呢？A CEO of a general contracting company urgently asks the project manager to sign up two project team members to participate in a specific training course. Halfway through the training, both team members complain that the training is too difficult, above their experience level, and that the material does not align with their tasks. What should the project manager have done to prevent this situation?

A.与两名团队成员沟通，培训的目的是提供未来可能对他们有用的材料。Communicated with the two team members that the purpose of the training is to provide material that might be useful to them in the future.

B.立即向人力资源（HR）部门发出请求，用技能更高的候选人替换当前的团队成员。Sent an immediate request to the human resources (HR) department to replace the current team members with higher skilled candidates.

C.观察和评估团队成员的胜任能力和技能，并事先分析培训材料。Observed and assessed the competencies and skills of the team members and analyzed the training material beforehand.

D.按照特定课程计划培训，使两名团队成员达到所需的经验水平。Planned a training to follow the specific course to bring the two team members to the required experience level.

参考答案：C

解析：关键词“团队成员都抱怨培训难度太大，材料与任务不匹配”，意味着项目经理在派遣团队成员参加培训之前，未评估他们的能力和需求，分析材料是否适用，所以选项C最佳。选项D，仅仅按照特定课程的计划进行培训，不能解决题干问题。

第65题 一位项目经理正在赶在最后期限前准备一份客户报告。项目经理准备了一份会议议程，但没有一次会议按照计划进行。没错，会议总是以争论结束，也没有产生任何行动事项。项目经理非常沮丧。向项目发起人寻求帮助。项目经理应该创造什么来防止这种情况发生？A project manager is preparing a client report before the deadline. The project manager prepared a meeting agenda, but none of the meetings went according to plan. That's right, meetings always end with arguments and no action items arise. The project manager was very frustrated. Seek help from the project initiator. What should project managers create to prevent this situation from happening?

A.资源分解结构Resource breakdown structure

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

C.团队章程Team charter

D.项目章程Project charter

参考答案：C

解析：PMBOK 6th，9.1.3.2-团队章程，P319。团队章程对项目团队成员的可接受行为确定了明确的期望。尽早认可并遵守明确的规则，有助于减少误解，提高生产力。关键词“会议总是以争论结束，也没有产生任何行动事项”，意味着大家没有统一的标准，这时应利用团队章程，对项目团队成员的行为作出规范。选C。

第66题 项目经理被分配到一个降落伞开发项目。两个关键的项目资源对于一个需求有分歧。项目经理应该做什么？A project manager is assigned to a parachute development project. Two of the key project resources have a disagreement regarding a requirement. What should the project manager do?

A.参考项目开始时设定的基本规则来帮助解决冲突。Refer to the ground rules that were set at the beginning of the project to help resolve the conflict.

B.将两个资源重新分配到另一个项目以避免冲突。Reassign both of the resources to a different project to avoid conflict.

C.考虑来自有这种情况经验更多的资源的建议。Consider recommendations from a resource who has more experience with this situation.

D.根据项目经理的经验制定行动计划。Define an action plan based on the project manager's experience.

参考答案：A

解析：PMBOK 6th，9.1.3.2-团队章程，P319。团队章程是为团队创建团队价值观、共识和工作指南的文件。团队章程可能包括（但不限于）：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。因此，当团队成员之间有意见分歧时，项目经理应首先参考这些基本规则来协助解决冲突。

第67题 项目经理在执行过程中被分配到项目团队。几个依赖关系正在影响项目，而项目经理认为团队没有充分了解有影响的变更。项目经理首先应该做什么？A project manager is assigned to a project team midway through execution. Several dependencies are impacting the project, and the project manager feels the team is not adequately informed of the impacting changes. What should the project manager do first?

A.召开影响分析会议。Convene an impact analysis meeting.

B.将问题升级至产品负责人。Escalate the issue to the product owner.

C.查阅沟通管理计划。Consult the communications management plan.

D.审查干系人登记册。Review the stakeholder register.

参考答案：C

解析：PMBOK 6th，10.1.3.1-沟通管理计划，P377。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。关键词“项目经理认为团队没有充分了解有影响的变更”，说明沟通出现了问题，首先查看沟通管理计划，确定信息传递是否有问题，选C。沟通管理计划规定了谁将接收什么信息，何时分发这些信息，以及沟通的方式。

第68题 项目经理在混合项目中扮演Scrum主管的角色，处理团队成员之间的冲突。应该使用什么策略来处理这种冲突？A project manager is acting as a scrum master in a hybrid project and is dealing with a conflict between team members. What strategy should be used to handle this conflict?

A.将冲突分为两类：正面的和负面的。Sort conflicts into two groups: positive and negative.

B.将冲突分为结构冲突和人际冲突两类。Place conflicts into categories: structural and interpersonal.

C.把冲突放在共享冲突列表中，并确保它是可见的。Place conflicts on a shared conflict list and en sure it is visible.

D.在每日Scrum会议中审查冲突，以便它们能及时处理。Review conflicts during daily Scrum so they are handled in a timely manner.

参考答案：A

解析：《PMBOK》第6版348页，9.5.2.1-冲突管理。在项目实施过程中，冲突是无法避免的。因为资源占用、进度安排、个人风格等均会导致冲突的发生。对于冲突，项目经理不应抱有畏惧心理，管理得当的冲突有助于团队成员间思维的对撞，进而找出更加有效的解决方案。对于冲突，要将其分为建设性冲突（正面的）和破坏性冲突（负面的），对于建设性冲突，项目经理要设法推动和促进，而对于破坏性冲突，要在破坏团队稳定关系前进行主动干预，因此选项A正确。选项B，分类方法有误，而且因为人际关系所引发的冲突要远远少于资源占用和进度安排。选项C，没有冲突列表。选项D，每日站会期间只暴露问题，不展开对问题的讨论。

第69题 项目发起人已经批准了项目章程和商业论证。项目经理审查了启动项目的文档，但不清楚项目预期的收益是否与企业的战略目标相符。项目经理应首先做什么？A project sponsor has approved the project charter and business case. The project manager has reviewed the artifacts to initiate the project and is unclear if the intended benefits of the project align with the strategic objectives of the business. What should the project manager do first?

A.开始执行项目，因为领导要对商业战略负责。Start executing the project since leadership is responsible for the business strategy.

B.与项目发起人会面，以更好地了解项目的战略利益。Meet with the project sponsor to better understand the strategic benefits of the project.

C.提出更符合业务战略的最新商业论证和项目章程。Propose an updated business case and project charter that are more aligned with the business strategy.

D.进行定性和定量的风险分析，并将结果记录在风险登记册内。Conduct qualitative and quantitative risk analysis and record the results in the risk register.

参考答案：B

解析：关键词“不清楚项目预期的收益是否与企业的战略目标相符”，为直接解决问题，首先需要了解项目商业价值和战略利益，选B。

第70题 两个团队成员在项目执行过程中存在专业分歧，这种情况影响了双方的表现。尽管项目经理坚持要他们通过谈话来解决分歧，但他们两人都不想通过谈话来解决分歧。项目经理接下来应该使用什么技术？Two team members have had professional differences during the execution of a project, a situation that has impacted the performance of both members. Neither of them has wanted to talk to resolve e their differences, even though the project manager has insisted on it. What technique should the p project manager utilize next?

A.妥协Compromising

B.谈判Negotiating

C.缓和Smoothing

D.强制Forcing

参考答案：C

解析：五种解决冲突的方法：撤退/回避、缓和/包容、妥协/调解、强迫/命令、合作/解决。根据题干，团队成员拒绝交谈以解决分歧，缓和策略有助于淡化双方之间的分歧，促进和睦关系，以推动后续解决问题。选项A妥协是双方通过沟通各让一步，选项D一般用在解决紧急问题的时候。

第71题 一个关键的团队成员告诉项目经理，他们已经被硕士学位课程接收了。该团队成员解释说，硕士课程的第一学期将与项目的最后阶段重合。项目经理该怎么做？A key team member informs the project manager that they have been accepted to a master's degree program. The team member explains that the first semester of the master's program will coincide with the last phase of the project. What should the project manager do?

A.在项目的最后阶段，要求团队成员把他们的一些任务委派给另一个同事。Ask the team member to delegate some of their tasks to another colleague during the last phase of the project.

B.建议团队成员推迟他们在硕士课程的注册，直到项目完成。Suggest the team member postpone their enrollment in the master's program until the project is completed.

C.要求小组成员告知人力资源（HR）关于他们读研的情况。Ask the team member to inform human resources (HR) about their enrollment in the master's program.

D.评估团队成员对硕士课程的承诺及其对项目绩效的影响。Assess the team member's commitment to the master's program and its impact on project performance.

参考答案：D

解析：D选项最佳，项目经理在处理此类问题时，应平衡项目的需要和团队成员的个人和职业发展需要。

第72题 一个组织正在向项目引入敏捷方法。在一次非正式讨论中，项目经理得知当前在不同团队工作的团队成员正在讨论他们希望能在同一个团队工作。项目经理应该怎么做？An organization is introducing agile to its projects. During an informal discussion the project manager learned that team members who are currently working on different teams are discussing how they would like to be together on the same team. W hat should the project manager do?

A.项目经理不应该允许资源选择团队，因为项目经理是根据项目需要分配资源的。The project manager should not allow resources to choose teams because the project manager assigns the resources based upon project needs.

B.项目经理不应该允许资源选择他们愿意工作的团队，因为他们总是会选择他们最喜欢的团队。The project manager should not allow resources to choose on which team they would like to work because they will always choose their favorite team.

C.项目经理应该允许资源定期选择他们愿意在哪个团队中工作。The project manager should allow the resources to periodically choose on which team they would like to work.

D.项目经理应该表明，团队成员已经通过劳动力优化分配到一个团队。The project manager should indicate that the team members have already been assigned to a team through workforce optimization.

参考答案：D

解析：团队成员已经形成，组织已综合考虑优化分配。需要合理沟通避免误解，D为最佳答案。

第73题 在一个使用新技术交付新产品的项目中，项目团队经常讨论可能出现的困难和可能的应对策略。一名团队成员与项目经理召开会议，讨论他们的挑战清单，并提出了一个需要持续关注的项目的详细清单。项目经理应如何利用这个事件，最大化干系人的利益？In a project that will deliver a new product using new technology, the project team frequently discusses difficulties that may arise and possible strategies to address them. One team member sets up a meeting with the project manager to discuss their list of challenges and presents an extensive list of items that require continuous attention. How should the project manager use this event to maximize the benefits to the stakeholders?

A.验证挑战清单并根据指示的优先级处理有效项目。Validate the list of challenges and act on the valid items according to the priority indicated.

B.记录发现并更新和重新分发通信管理计划。Document the findings and update and redistribute the communications management plan.

C.邀请团队成员参与风险登记，并经常回顾评估结果。Invite team members to participate in risk registration and regularly review the evaluation results.

D.在开始活动之前，将挑战清单呈现给指导委员会以获得支持。Present the list of challenges to the steering committee to gain buy-in before starting the activities.

参考答案：C

解析：关键词“可能出现的困难和可能的应对策略”，属于风险管理，项目中识别的所有潜在困难或挑战都应被视为风险，纳入风险登记册中以供持续监视和管理。

第74题 在一个项目的实施阶段，一个新的法规影响了项目，需要召开一个讨论范围变化的关键状态会议。项目经理发现，个关键的干系人不能参加预定的会议。项目经理应该怎么做？During the implementation phase of a project, a new regulation affects the project, and a critical status meeting discussing the scope changes is required. The project manager discovers that a key stakeholder cannot attend the scheduled meeting.What should the project manager do?

A.召开变更控制委员会（CCB）会议，并将结果告知干系人。Call for a change control board (CCB) meeting, and inform the stakeholder about the outcome.

B.更新沟通管理计划并实施变更。Update the communications management plan and implement the change.

C.与项目发起人会面，讨论如何处理这种情况。Meet with the project sponsor to discuss how to address the situation.

D.在会议前与干系人会面，以获得他们的意见。Meet with the stakeholder prior to the meeting to obtain their opinion.

参考答案：D

解析：对于不能参加会议一般有两种解决方式：事前，例如提前沟通，找寻可用时间，问替代者，采用虚拟会议技术等；事后，例如发送会议纪要，发送会议视频，一般事前优先于事后。选D，在关键干系人无法参加会议的情况下，最好的做法是尽可能在会议前获取他们的观点。

第75题 在定期的项目进度审查会议上，一名团队成员分享对项目进度有重大影响的坏消息。项目经理应该如何应对以确保项目保持成功？During regular project progress review meetings, one team member shares bad news that has a significant impact on the project schedule. How should the project manager react to ensure the project remains successful?

A.集中讨论恢复和回到正轨的方法。Focus the discussion on recovery and ways to get back on track.

B.行动要突出形势的紧迫性。Act in a way to highlight the criticality of the situation.

C.惩罚团队成员，因为他们提供了会影响团队士气的负面数据。Punish the team member for providing negative data that will affect the team's morale.

D.感谢团队成员提出这个问题，记录下来，然后继续下一个话题。Thank the team member for raising this issue, log it, and move on to the next topic.

参考答案：A

解析：在进度审查会议上发现问题，项目经理应该引导讨论问题发生的原因，并制定解决方案，A选项最佳。选项D，简单地记录问题并没有解决问题，项目经理应积极及时地解决这些重大问题，以防止项目进一步复杂化。

第76题 项目经理正在实施一个企业范围内的软件项目。该项目具有很大的商业影响，并得到了高级管理层的全力支持。然而，该项目经理在争取几个关键部门的支持方面遇到了困难。项目经理该怎么做呢？A project manager is implementing an enterprise wide software project. The project has a great business impact and is fully supported by senior management. However, the project manager is facing difficulties gelling the support of several key departments. What should the project manager do?

A.要求高层与这些部门进行沟通。Ask senior management to communicate with these departments.

B.雇用一名项目管理顾问协助解决问题。Hire a project management consultant to help resolve the issue.

C.说服高级管理人员给抗拒的部门提供奖励。Convince senior management to introduce rewards to resisting departments.

D.了解部门关注的问题并重新审视干系人参与计划。Understand the departments concerns and revisit the stakeholder engagement plan.

参考答案：D

解析：PMBOK 6th，13.2.3.1-相关方参与计划，P522。相关方参与计划可包括（但不限于）调动个人或相关方参与的特定策略或方法。关键词“在争取几个关键部门的支持方面遇到了困难”，说明遇到了干系人的抵制，项目经理应该了解抵制部门的关注点，之后重新审视和修改干系人参与计划，以更好地解决干系人的问题，获得支持。

第77题 项目经理被指派来领导一个企业转型，以在组织层面解决变革和价值交付的问题。项目经理正在与团队合作，以递增的方式进行变革。项目经理应该怎么做，以确保这个努力在团队和组织层面都获得成功？A project manager is assigned to lead an enterprise transformation to address change and value delivery at the organizational level. The project manager is working with the team to deliver incremental changes. What should the project manager do to ensure the success of this endeavor at both the team and organizational levels?

A.获得高级管理层的支持，以强制执行组织的企业转型。Get buy-in from senior management to enforce adoption of the organizational enterprise transformation.

B.持续地分析变革的影响和与交付相关的风险。Analyze the impact of changes and risk associated with deliveries on a continuous basis.

C.在管理上建立信任和透明度，促进转型之旅。Involve governance on establishing trust and transparency to aid the transformation journey.

D.与职能经理协调，尽早获得他们的支持，以避免阻力。Coordinate with the functional managers and get their buy-in as early as possible to avoid resistance.

参考答案：B

解析：要想确保组织转型成功都需要对引入的变更，以及对这些变更相关的风险进行持续的理解和评估，以确保它们与组织的目标保持一致，并做出必要的调整，以应对任何挑战或风险，选B。企业转型，获得高层管理者支持更利于推进工作，排除D，A后半句强制不对；C只能促进不能确保，与问题不符。

第78题 一位项目经理最近被分配到一个即将开始的新项目。组织已经与客户签署了一份固定成本的合同，详细说明了范围和最终交付日期，但是项目经理已经确定了几个内部制约因素和条件，它们肯定会阻止项目在最初计划的迭代次数中完成。项目经理接下来应该做什么？A project manager was recently assigned to a new project that is about to start. The organization has already signed a fixed-cost contract with the customer detailing the scope and final delivery date, but the project manager has identified several internal constraints and conditions that will certainly prevent the project from being completed in the number of iterations initially planned. What should the project manager do next?

A.创建问题日志模板，用于识别和跟踪障碍因素。Create an issue log template that will be used to identify and track impediments.

B.在项目偏离最初计划的情况下制定紧急情况。Create a contingency plan in case the project deviates from the initial plan.

C.制定进度管理计划，以确保项目满足交付日期。Create a schedule management plan to ensure the project meets the delivery date.

D.创建一个假设日志，并根据对项目价值的影响将假设映射到障碍上。Create an assumption log and map assumptions to impediments based on the impact to the project value.

参考答案：D

解析：PMBOK 6th，4.1.3.2-假设日志，P81。通常，在项目启动之前编制商业论证时，识别高层级的战略和运营假设条件与制约因素。这些假设条件与制约因素应纳入项目章程。假设日志用于记录整个项目生命周期中的所有假设条件和制约因素。关键词“内部制约因素和条件”，选D。选项A错误，问题日志用于记录已经发生的问题，并跟踪处理这些问题的进展。

第79题 一个项目经理正在领导一个项目，该项目有几个干系人在公司的其他职能领域，其中一个干系人刚刚被提升为另一个职能领域的领导，但仍然是这个项目的干系人。项目经理应该让项目团队更新什么，以确保与干系人进行适当的沟通？A project manager is leading a project with several stakeholders in other functional areas of the company. One of these stakeholders has just been promoted to lead another functional area, and remains a stakeholder for this project. What should the project manager have the project team update t o ensure proper communications to stakeholders?

A.项目管理计划Project management plan

B.干系人参与计划Stakeholder engagement plan

C.干系人登记册Stakeholder register

D.沟通管理计划Communications management plan

参考答案：D

解析：关键字“以确保与干系人进行适当的沟通”，属于沟通题，选D，沟通管理计划详细描述了项目团队应如何与项目干系人沟通。包括谁需要什么信息、将获得这些信息的人、将使用何种方式和频率进行交付等。因此，当一个干系人的角色发生变化时，项目经理应该更新沟通管理计划，以确保他们接收到的信息是他们需要的，并以他们希望的方式和频率接收。

第80题 一个项目经理正在和来自不同国家的团队成员一起审查一个大型项目的状态。通过状态审查，项目经理会注意到有一个团队一直落后于进度，他们的工作经常需要纠正。项目经理应该做些什么来提高这个团队的工作质量？A project manager is reviewing the status of a large project with team members in different countries. Through the status review, the project manager notices that one team is consistently behind schedule and their work often needs to be corrected. What should the project manager do to improve the quality of this team's work?

A.与小组一起评估问题，以确定他们是否具备执行任务所需的技能。 Evaluate the issue with the team to determine if they have the necessary skills to perform assignments.

B.与项目发起人一起审查问题，并设法缩小该小组的活动范围。Review the issue with the project sponsor and work to reduce the scope for that team.

C.指导所有团队成员，并引入外部顾问来完成工作。Guide all team members and bring in external consultants to complete the work.

D.请当地的主题专家（SME）协助团队评审项目需求。Ask a local subject matter expert (SME) to assist the team in reviewing the project requirements.

参考答案：A

解析：解决问题，要先进行分析评估，且团队问题先团队内解决，选A。