第1161题 项目经理通过将工作包分解到活动中去，识别并记录产生项目可交付成果的具体行动，结果将产生哪一份文件？
A project manager identifies and documents the specific actions that produce project deliverables by breaking down work packages into activities. What document will be produced as a result?

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

B.活动资源需求 Activity resource requirements

C.里程碑清单 Milestone list

D.活动持续时间估算 Activity duration estimates

参考答案：C

解析：PMBOK（6）P186-6.2.3.3里程碑清单。将工作包分解到活动，我们定位到定义活动子过程。定义活动输出里程碑清单。 选项A：是选项D的输入； 选项B：是6.5制定进度计划的输入； 选项D：在定义活动之后。

第1162题 项目团队正在研究一个项目的新批准范围，监管团队在变更方面提供的意见是不可或缺的。但是，该团队发现监管部门未被列为项目干系人。项目经理下一步应该怎么做？
A project team is working on a project’s new approved scope. The regulatory team was integral in providing input that necessitated this change. However, the team discovers that the regulatory department was not listed as a project stakeholder. What should the project manager do next?

A.指示项目团队确认是否需要进行这项变更 Instruct the project team to verify the need for this change.

B.创建一项新的变更请求并确保监管团队参与这个过程 Create a new change request and ensure that the regulatory team is involved in the process.

C.收集监管团队的进一步意见,并更新现有变更请求以反映新信息 Gather further input from the regulatory team and update the existing change request to reflect the new information.

D.确保监管团队包含在变更控制委员(CCB) 中 Ensure that the regulatory team is included in the change control boar

参考答案：B

解析：PMBOK(6)P535-13.4.3.2 监督干系人参与输出-变更请求。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。监管部门未被列为项目干系人，干系人识别有问题，应该创建一个新的变更请求，还不是去直接更新现有的变更请求。 其他选项：A，由项目团队确认不正确。C不能直接就更新变更请求，应发起新的变更请求。D，没有B全面，要发起新的变更。

第1163题 项目团队包括一名资源，但该资源同时致力于其他四个项目，项目经理得知该资源可能在计划的时间不可用。项目经理计划持续评估项目的进展，并根据该资源的可用性计划制定应急计划。这属于下列哪一项的实例？
The project team includes one resource, but the resource is dedicated to the other four projects. The project manager is aware that the resource may not be available at the planned time. The project manager plans to continuously evaluate the project progress and work out the contingency plan according to the availability plan of the resource. Which of the following items is an example of this situation?

A.接受风险 Accept risk

B.回避风险 Avoid risk

C.转移风险 Transfer risk

D.控制风险 Control risk

参考答案：A

解析：PMBOK(6)P442- 11.5.2.4威胁应对策略。制定应急计划属于风险接受。

第1164题 开发一款银行零售业务新产品的项目正在进行中，由于团队成员缺乏激励，该项目落后于进度。项目经理应该如何激励项目团队？
A project to develop a new retail banking：product is in progress. The project has fallen behind schedule because team members do to motivate the project team? What should the project manager motivate the project team?

A.提供认可与奖励 Offer recognition and rewards

B.使用教练和指导技能 Use coaching and coaching skills

C.授权 Delegate the responsibilities

D.应用创造性的问题解决方法 Apply creative problem solving

参考答案：A

解析：PMBOK(6)P341- 9.4.2.5认可与奖励。当人们感受到自己在组织中的价值，并且可以通过获得奖励来体现这种价值，他们就会受到激 励。只有A是激励的工具与技术，BCD是非激励动作。

第1165题 在开发的最后一天，软件开发团队的项目主管宣布由于意外停电可能导致延期。由于测试时间有限，软件开发主管和测试主管之间展开激烈的讨论。下列哪一项冲突解决技术将提供长期解决方案？
On the last day of development, the project leader of the software development team announces that an unexpected power outage could result in an extension. Due to limited testing time, there is a heated discussion between the software development director and the test supervisor. Which of the following conflict resolution techniques will provide a long-term solution?

A.妥协/调解 Compromise/Mediation

B.合作/解决问题 Cooperation/Problem solving

C.缓解/包容 Mitigation/Inclusion

D.强迫/命令 Forcing/Commanding

参考答案：B

解析：PMBOK(6)P348- 9.5.2.1 冲突管理。冲突管理，首先采用合作/解决问题。

第1166题 项目经理正在管理一个进度紧张的项目。团队成员位于全国各地，非常繁忙，对关注经验教训登记册并不感兴趣。若要确保准备、管理并跟踪经验教训，项目经理应该做什么？
A project manager is leading a project with tight schedules. Team members, who are located in different regions across the country,are busy and uninterested in focus on the lessons learned register. What should the project manager do to ensure that the lessons learned areprepared, managed, and tracked?

A.安排定期电话会议，以收集信息并更新经验教训登记册 Organize regular conference calls to collect information and update the lessons learned register

B.组织项目结束会议，以便团队成员可以报告问题并应用最佳实践 Organize an end-of-project meeting so that team members can report issues and applied best practices

C.要求每个团队成员在有时间时更新经验教训登记册 Require each team member to update the lessons learned register when they have time

D.分配一名资源用问题日志来准备和更新经验教训登记册 Assign a resource to prepare and update the lessons learned register using the issue log

参考答案：A

解析：PMBOK（6）P333，9.3.2.4-虚拟团队。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。选项B，对经验教训的总结收集要在项目实施过程中不间断的进行，而不是在项目的结束阶段才进行收集。选项CD，项目经理承担对经验教训登记册维护的责任，分配专人来更新登记册，为完成而完成，失去了通过对经验教训的收集总结来使未来项目少走弯路的意义。

第1167题 一家跨国公司计划到一个目前尚未涉足的新的国家／地区拓展业务，一位项目经理被指派负责启动项目。在对商业论证进行审视之后，制定适当的实施策略时应首先考虑什么？A multinational company has a plan to expand their business into a new country where they currently have no presence. A project manager is assigned to initiate this project. After reviewing the business case, what should be considered first when developing an appropriate implementation strategy?

A.密切识别并监督风险，因为公司还没有有关该国家／地区的经验教训。Identify and monitor the risks closely since the company does not have lessons learned for this country.

B.评估环境与监管因素，并识别高层级风险和假设。Evaluate the environmental and regulatory factors and identify high-level risks and assumptions.

C.从该新的国家／地区获取项目资源，以减轻不确定性带来的风险。Acquire project resources from the new country to mitigate the risk of uncertainty.

D.确保项目发起人认同项目可交付成果和项目实施过程中的期限。Ensure that project sponsors are in agreement on the project deliverables and timeline during the project.

参考答案：B

解析：事业环境因素是影响项目成功的关键因素，并且在项目管理计划的制定过程中应该包含高层级的风险和假设。评估国家的法规和风险应该是首先要分析的。

第1168题 在组织企业资源规划（ERP）系统中实施税务相关变更的一个项目正在进行中。在验收测试期间，财务组用户担心发票没有数字签名，财务组的主管坚持认为这种情况必须得到解决。但是，实施合作伙伴认为，这一需求未包含在工作说明书（SOW）中。项目经理应该怎么做？
A project to implement tax-related changes in the organization of an enterprise resource planning (ERP) system is underway, during the acceptance test, the Finance team users were concerned that the invoice was not digitally signed and the head of the Finance Group insisted that this situation must be resolve However, implementation partners believe that this requirement is not included in the Statement of Work (SOW). What should the project manager do?

A.根据工作说明书的需求完成项目 Complete the project according to the SOW requirements.

B.要求实施合作伙伴在不增加成本的情况下包含数字签名需求 Ask the implementation partners to include the digital signature requirement at no additional cost.

C.与干系人一起审查工作说明书，并在适当的情况下提出变更请求 Review the statement of work with the relevant parties and request a change if appropriate.

D.询问财务组的主管为什么没有在项目规划期间沟通这项需求 Ask the head of the finance team why4he requirements were not communicated during project planning.

参考答案：C

解析：PMBOK(6)477 12.1.3.4 采购工作说明书 工作说明书对可交付成果进行了详细的描述，发票带数字签名也是一种可交付成果，因此有争议先过一下此文件，必要时提出变更。 其他选项：ABD都直接采取了不合适的措施

第1169题 项目经理正在启动一个项目，而项目地点在历史上受到自然灾害。由于这个问题，之前有许多项目都出现延期问题。制定风险管理计划来解决这一风险时，项目经理应该首先参考什么？
The project manager is kicking off a project, and the project site has historically been affected by natural disasters. Due to this problem, many projects have been delayed before. When developing a risk control plan to solve this risk, what should the project manager first refer to?

A.事业环境因素 Business environment factors

B.过往项目的经验教训 Lessons learned from past projects

C.重新配置资源和业务连续性的应急计划 Emergency plan for reassigning resources and business continuity

D.保险合同的采购管理计划 Procurement management plan for insurance contracts

参考答案：B

解析：PMBOK(6)P403- 11.1.1.5 制定风险管理计划的输入，组织过程资产。之前项目的问题是现在项目的组织过程资产，经验教训。因此选 B。 选项A：自然灾害是事业环境因素，但是之前的项目已经遇到过这个问题而且形成了组织过程资产，这个经验更有价值。

第1170题 一个组织决定将预测交付方式转换为敏捷交付方式。一个正在进行的项目仍将由项目经理领导。该项目的敏捷团队还没有产生任何文档。正在进行的项目的项目经理应该做什么？ An organization has recently decided to switch from a predictive to an agile delivery approach. The one ongoing project will still be led by a projectmanager. The agile teams for that project have not produced any documentation. What should the project manager of the ongoing project do?

A.向产品负责人提交新的用户故事，以便将文档放到产品待办事项列表中。 Submit new user stories to the product owner in order to put documentation in the product backlog.

B.引入文档管理工具来支持敏捷团队准备文档。 Introduce a document management tool to support the agile teams in preparing the documentation.

C.与敏捷团队核对，看项目经理对敏捷宣言的理解是否正确。 Check with the agile teams to see if the project manager's understanding of the Agile Manifesto is correct.

D.增加一名额外的团队成员来担任所需文档的抄写员的角色。 Add an additional team member to take up the role of scribe for the required documentation.

参考答案：C

解析：考查：敏捷四大价值观。敏捷中虽然强调可用的软件胜于完整的文档，但是不代表不需要任何文档，而是坚持适用原则，刚好够用的文档即可。项目经理应与团队合作，先确定是否理解错误，然后确定是否需要引入工具管理哪些文件。

第1171题 某大公司正在实现从预测型方法到敏捷型方法的转变。一个拥有敏捷实践知识的项目团队就需要遵循的过程与高管产生严重分歧。该如何解决这些分歧？A large corporation is transforming itself from a predictive to agile approach. A project team with knowledge of agile practices is experiencing significant conflicts with the executives regarding the processes to be followed. How should these conflicts be resolved?

A.与高管磋商并商定一种过程。Negotiate with the executives and agree on a process.

B.为高管提供敏捷实践方面的培训。Train the executives on agile practices.

C.让高管参加团队的回顾会议。Include the executives in team retrospectives.

D.请求高管采用敏捷实践。Request that the executives use agile practices.

参考答案：B

解析：“公司正在转型”，高管不理解敏捷的好处，那么很可能高管们没有接受过良好的培训。

第1172题 在项目规划期间，项目经理希望将尽可能多的成本超支风险转移给供应商。项目经理应使用哪一个合同类型？
During the project planning, the project manager wants to transfer as many cost overrun risks as possible to the supplier. What type of contract should the project manager use?

A.固定总价（FFP） Firm fixed price(FFP).

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

C.成本加激励费用（CPIF） Cost plus incentive fee(CPIF).

D.成本加固定费用（CPFF） Cost plus fixed fee(CPFF).

参考答案：A

解析：PMBOK(6)P471- 12.1.1.6固定总价合同，是总价合同的一种类型。不考虑卖方成本，由买方向卖方支付事先确定的金额（由合同规定）。 固定总价合同风险最小，卖家风险自担。 其他选项：对买家的风险排序，A

第1173题 在项目执行规划研讨会后，所有干系人均讨论、细化了项目范围并达成一致意见。在审查文档之后，项目经理发现在项目生命周期中没有与范围变更相关的参考。若要解决这个问题，项目经理应该怎么做？
After a project execution planning workshop, the scope was discussed,detailed,and agreed upon by all stakeholders. After reviewing the documentation, the project manager identified that there was no reference related to scope change during the project's life cycle. What should the project manager do to resolve this?

A.要求项目发起人更新范围，以保护这项变更 Ask the sponsor to update the scope with this change

B.确保范围变更得到管理层的批准 Ensure that scope changes will be approved by management

C.继续执行项目并根据需要讨论任何范围变更 Continue executing the project and discuss any scope changes on an as needed basis

D.讨论遗漏范围变更程序的主题并制定范围变更流程 Discuss the subject of missing scope change procedures and develop a scope change process

参考答案：D

解析：PMBOK(6)P82-4.2 制定项目管理计划。没有与范围变更相关的参考即没有变更流程，要讨论制定变更流程。

第1174题 你正在一个迭代过程中，期间，你意识到有一些未预料到的问题将阻止你完成所有本次迭代承诺的用户故事。你应该怎么做？
You are working on an iteration and in between the iteration, you realize that some unforeseen issues will prevent you from completing all the committed user stories for that iteration. What should you do?

A.削减“完成的定义”，以弥补失去的时间 Reduce the Denition of Done to make up for the lost time

B.在满足所有标准的前提下，完成可以完成的故事 Complete what can be achieved meeting all the criteria

C.要求产品负责人延长迭代的时间盒限制，以完成所有承诺的故事 Ask Product Owner to extend the timebox limit of the iteration so that all committed stories can be completed

D.让团队周末加班，以履行承诺 Let the team work over the weekend to meet their commitment

参考答案：B

解析：《敏捷实践指南》P8-9，敏捷12原则以及五大价值观。敏捷过程提倡可持续的开发以及勇气，专注。当遇到障碍时，敏捷团队应尽己所能，勇敢面对。 A选项，不能因为出现未预料到的问题而去消减DoD，改变范围。 C选项，即使遇见问题，也应该是按照当前迭代进行开发，迭代冲刺的时间不能随意延长，未能实现的DoD，可在后续迭代中继续实现。 D选项，敏捷提倡可持续的开发速度，不提倡加班。

第1175题 项目经理正在使用敏捷方法。在冲刺计划会议期间，产品负责人将一个待办事项标记为高业务价值且易于实施。然而，其他团队成员发现该事项与另一个标记为低业务价值和高复杂性的事项之间存在高度依赖性。项目经理应该做什么来支持待办事项列表的优先级排序？ A project manager is using an agile approach. During the sprint planning meeting, the product owner flagged a backlog item as high business value and easy to implement. However, the other team members identified a high dependency between this item and another item that is flagged as low business value and high complexity. What should the project manager do to support the backlog prioritization?

A.对标记为高业务价值和低复杂性的项目进行优先排序。 Prioritize the item flagged as high business value and low complexity for this sprint.

B.支持团队将这两个项目转移到下一个冲刺，届时团队将知道更多。 Support the team to move both items to the next sprint when the team will know more.

C.促进讨论，直到团队就这两个项目达成一致。 Facilitate the discussion until the team reaches an agreement about the two items.

D.对标记为商业价值低、复杂性高的依赖项进行优先排序。 Prioritize the item flagged as dependence with low business value and high complexity.

参考答案：C

解析：项目经理应促进讨论，直到团队就这两个项目达成一致（选项C)。敏捷优先考虑团队协作和决策，因此项目经理必须确保团队就即将到来的冲刺的优先事项进行富有成效的公开对话。在这种情况下，项目经理应该帮助团队权衡业务价值和技术复杂性之间的权衡，确保团队的优先级与项目的总体目标一致。

第1176题 一家组织正在一个新兴市场启动一个项目。这个市场的法规将在项目的生命周期中快速而持续地发生变化，项目发起人要求项目经理提供预算估测。项目经理应使用什么工具或技术来提供预算预测？
An organization is kick-starting a project in an emerging market where regulation will rapidly and continuously change during its life cycle.The project sponsor asks the project manager for a budget forecast. What tools and techniques should the project manager use to provide this?

A.鱼骨图 Fish bone diagram.

B.三点估算 Three-point estimating.

C.备选方案分析 Alternatives analysis.

D.蒙特卡洛分析 Morite Cario analysis.

参考答案：B

解析：PMBOK(6)P244- 7.2.2.5 三点估算。本题考查的是估算的方法，只有B三点估算是成本估算的方法。三点估算主要针对风险的估算，题干中也提到了各种不确定性。 其它选项：A：鱼骨即是根本原因分析，是解决问题用的；C/D是针对风险管理的工具也不对

第1177题 在一个价值100万美元的项目中途，项目经理进行挣值分析（EVA），分析显示计划价值（PV）为623,000美元，挣值(EV)为523,000美元，实际成本（AC）为643,000美元。 根据这些数字，项目的成本偏差（CV）和进度偏差（SV）分别是多少？
In midway of a US$1 million project, the project manager conducts an earned value analysis(EVA). The analysis shows a planned value (PV) of US$623,000, an earned value (EV) of US$523,000, and an actual cost (AC) of US$643,000.Based on these numbers, what is the project's cost variance (CV)and schedule variance(SV)?

A.CV =+120.000美元，SV =+100,000美元 CV = +US$120,000, and SV =+US$ 100,000

B.CV =+100.000美元，SV =+120,000美元 CV = +US$ 100,000, and SV - +US$ 120,000

C.CV =-100.000美元，SV = -120,000 元 CV = -US$100,000, and SV- -US$120,000

D.CV = -120.000美元，SV = -100,000美元 CV = -US$120,000, and SV--US$100,000

参考答案：D

解析：PV=623000，AC=643000，EV=523000，SV=EV-PV=-100000，CV=EV-AC=-120000

第1178题 所有项目团队成员在做各种决策时都要参考项目经理。这会导致一些任务的延迟，因为项目经理通常整天都在忙于会议。项目经理应该做些什么来防止这些延迟？All project team members refer to the project manager for various decisions. This causes delays for some tasks, as the project manager is usually preoccupied in meetings throughout the day. What should the project manager do to prevent these delays?

A.回顾帕累托图以确定延迟的来源。 Review the Pareto diagram to identify the source of delays.

B.在2周内与团队会面，对所有开放的任务做出回应。 Meet with the team in 2 weeks to respond to all of the open tasks.

C.将决策权保留在项目经理手中。 Consolidate the decision making authority to remain with the project manager.

D.将部分任务的决策权下放给团队。 Delegate the decision-making authority of some tasks to the team.

参考答案：D

解析：选D，项目经理授权团队成员自行做出某些决策，从而减少需要项目经理参与的决策数量，这可以帮助防止延迟。这种方法还能培养团队的决策技能。选项A错误，延迟的原因题目中已经告知了，现在要做的是找出解决方案。选项B在两周内与团队会面，对所有开放任务作出回应，这也不是最佳解决方案，因为如果项目经理不能及时回应团队的需求，这可能会导致进一步的延迟。

第1179题 一名工程师正在从事一个设施升级项目。在项目可交付成果目的说明会上，承包商询问了多个工程师无法回答的问题。会议结束后，工程师让承包商根据他们自已对可交付成果的理解提交建议书。若要获得更为明确的可交付成果愿景，项目经理应事先完成哪一项？
An engineer is conducting a facility upgrade project. During a meeting to explain the intent of the deliverable, contractors ask multiple questions that the engineer is unable to answer. At the end of the meeting, the engineer asks the contractors to submit proposals based on their own understanding of the deliverable. What should the project manager have completed to obtain a clearer vision of the deliverable?

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

B.项目管理计划 Project management plan

C.项目范围 Project scope

D.项目章程 Project charter

参考答案：C

解析：PMBOK（6）P154，5.3.3.1-项目范围说明书。 范围说明书对可交付成果进行详细的描述，承包商问了一堆问题，工程师都回答不了，说明对自己的项目范围不明确。若要获得更为明确的可交付成果，先完成项目范围说明书。 其他选项：A中没有WBS词典，对WBS的具体解释都在词典里。B太大了，D不够精细。C最全面且清晰。

第1180题 在执行一个大型软件实施项目期间，服务器管理团队必须设置解决方案的基础架构。但是，该团队需要比预期更长的时间来完成工作，这延长了整个项目进度。因此，最初分配给项目的开发人员不可用。项目经理应该怎么做？
During execution of a large software implementation project, the server administration team must set up the solution'sinfrastructure. However, this team takes much longer than expected to complete the work, which extended the entire project schedule。As a result, the developers originally assigned to the project are unavailable. What should the project manager do?

A.与干系人讨论资源制约因素，以确定更改资源管理计划的方案 Discuss the resource constraints with stakeholders to identify options for changing the resource management plans

B.在下一个状态报告中包含资源制约因素，并根据开发人员的可用性更新需求 Include the resource constraints in the next status report and update the requirements based on developers for availability

C.使用资源制约因素作为雇佣和培训其他开发人员的正当理由 Use the resource constraints as justification to hire and train additional developers

D.包含非工作日，以便可以在最初定义的时间表内交付项目 Include non-working days so that the project can be delivered within the originally defined timeline

参考答案：A

解析：PMBOK（6）230-6.6.3.5项目文件更新-资源日历。更新资源日历，以反映因资源优化、进度压缩，以及纠正或预防措施而导致的资源日历变更。项目进度延长所带来的资源不可用的这个制约因素应更新到资源日历中，并以此考虑是否需要更新资源管理计划。 选项BC：未经整体变更控制流程就擅自增加资源或者缩减范围都是不恰当的。 选项D：是否采取赶工，要依赖于评估的结果。