第161题 一个项目经理新近被分配到一个正在进行的项目的第二阶段。在实施过程中，出现了一个缺陷，由于原先的工程团队已经转移到另一个项目，所以没有人知道如何修复它。客户警告说，以前这个缺陷对项目进度产生了负面影响。项目经理应该首先做什么？A project manager is newly assigned to the second phase of an ongoing project. During the implementation, a defect occurred and no one knows how to fix it, as the former engineering team has moved to another project. The customer warns that previously, this defect negatively affected the project schedule. What should the project manager do first?

A.更新风险管理计划。Update the risk management plan.

B.延长项目的时间表。Extend the timeline of the project.

C.查看组织过程资产（OPAs）。Check the organizational process assets (OPAs).

D.获取知识丰富的资源。Acquire knowledgeable resources.

参考答案：C

解析：PMBOK 6th，82.3-组织过程资产，P39。组织过程资产包括来自任何（或所有）项目执行组织的，可用于执行或治理项目的任何工件、 实践或知识，还包括来自组织以往项目的经验教训和历史信息。关键词“以前这个缺陷对项目进度产生了负面影响”，组织过程资产包括过去项目的所有文档和历史信息，选C。

第162题 一个团队成员总是迟到。项目经理担心这可能会影响其他团队成员的积极性。项目经理告诉新的团队成员要遵守团队的原则，准时到达。项目经理在这种情况下采用了哪种冲突解决方式？A team member is always late to work. The project manager is concerned that this may affect the motivation of other team members. The project manager tells the new team member to align with the team's principles and arrive on time. What kind of conflict resolution did the project manager apply in this situation?

A.缓和/包容Smooth/accommodate

B.妥协/调解Compromise/reconcile

C.合作/解决问题Collaborate/problem solve

D.强迫/命令Force/direct

参考答案：D

解析：团队基本规则必须遵守，这是一种“命令”的冲突解决策略，选D。

第163题 在一个项目会议期间，项目经理要求各风险责任人演示可能影响待办事项的问题。在演示过程中，项目经理意识到一些风险责任人没有实施已经商定的风险应对措施。项目经理应该做些什么？During a project meeting, the project manager asks risk owners to present issues that may affect the backlog. During their presentation, the project manager realizes that some risk owners did not implement the already agreed-upon risk responses. What should the project manager do to reduce exposure?

A.将这些风险责任人报告给项目管理办公室（PMO），并建议将其从团队中移除。Report the risk owners to the project management office (PMO) with the recommendation to remove them from the team.

B.将未完成的风险任务重新分配给已实施风险应对的其他团队成员。Reassign the outstanding risk tasks to other team members who have implemented their risk responses.

C.要求这些风险责任人在下次会议之前实施风险应对措施，并在会议上介绍结果。Ask the risk owners to implement the risk responses before the next meeting and present the results in the meeting.

D.与这些风险责任人私下会面，并与他们合作解决风险应对的任何障碍。Meet privately with the risk owners and work with them to address any impediments to the risk responses.

参考答案：D

解析：先沟通了解分析问题原因，再讨论解决方案并执行，选D。

第164题 一位项目经理正在进行一个项目，以建造一个制造综合体。该项目将分三个阶段进行：工程、采购和施工。采购阶段处于启动阶段。项目发起人希望按照计划执行项目阶段，但也希望适应和调整新数据、来自客户的输入，以及在项目进展的各个阶段中的变更。项目经理应该如何处理这个项目？A project manager is working on a project to build a manufacturing complex. The project will run in three different phases: engineering, procurement, and construction. The procurement phase is in the initiation stage. The project sponsor wants to pursue the project phases as they have been planned, but also wants to accommodate and adjust to new data, input from the customer, and changes during the various phases as the project progresses. How should the project manager approach this project?

A.应用预测型项目管理方法。Apply a predictive project management approach.

B.评估并决定分阶段的项目管理方法。Evaluate and decide on a phased project management approach.

C.实施适应性的项目管理方法。Implement an adaptive project management approach.

D.使用混合模型将预测生命周期和适应生命周期相结合。Use a hybrid model to combine predictive and adaptive life cycles.

参考答案：D

解析：根据题干，发起人既希望按计划完成，又希望能适应调整和客户输入，结合预测和适应性生命周期的混合模型最合适该项目。

第165题 项目经理面临的一个关键挑战是各个团队成员缺乏纪律，他们无法利用能量来实现项目目标。项目经理应该做些什么来克服这一挑战？A key challenge that a project manager is facing is the lack of discipline by various team members and their inability to harness energy to achieve the project objectives. What should the project manager do to overcome this challenge?

A.单独会见每个团队成员，并对每个人采用适当的方法。Meet with each team member separately and apply an appropriate approach with each one.

B.联系项目发起人，请求帮助，与团队成员讨论项目可交付物。Approach the project sponsor and request help in discussing the project deliverables with team members.

C.向团队解释项目经理对交付负有最终责任。Explain to the team that the project manager is ultimately responsible for the delivery.

D.给不同的团队分配多个经理，并把所有的任务委派给他们。Assign multiple managers to the various teams and delegate all of the tasks to them.

参考答案：A

解析：团队成员缺乏纪律，无法实现项目目标，项目经理应先私下沟通，了解根本原因并对每个团队成员采用适当的管理方法，选A。

第166题 一个项目经理正在处理一个有严格截止日期和预算限制的项目。项目经理意识到为了赢得投标，公司提交了一个比本地竞争对手低的多的报价，导致利润空间很小。客户不断提交变更请求，不幸的是，这些变更请求不断延长了项目进度和预算。项目经理应该怎么做？A project manager is working on a project that has strict deadlines and budget restrictions. The project manager realizes that in order to win the bid the company submitted a significantly tower bid than their local competitors leaving a thin profit margin. The client is constantly submitting change requests and, unfortunately, these change request s are stretching both the schedule and the budge t. What should the project manager do?

A.指示团队适应项目的变更Instruct the team to accommodate the changes to the project

B.回顾项目章程，确定约定的范围Review the project charter to identify the agreed scope

C.与客户协商这些变更的影响Negotiate the impact of these changes with the client

D.将问题升级给高级管理层Escalate the issue to senior management

参考答案：C

解析：根据题干，客户不断提交变更请求导致不断超出进度和预算，这时最好的方式是直接与客户沟通影响，寻找解决方案。选项B可以作为C沟通过程中的一环。

第167题 一个项目与同一组合中的其他项目进行衔接，这些项目正在国际地区开发。其中一个国际项目建议在这个项目中实施一项战术性变更。项目经理接下来应该怎么做？A project interfaces with other projects that are in the same portfolio but are being developed in international locations. One of the international projects has suggested a tactical change that needs to be implemented in this project. What should the project manager do next？

A.利用团队与国际同事的联系，及早获得未来变更的警告。Use the team's connections with international colleagues to get early warnings on future changes.

B.在变更经过变更控制过程时，保持关注优先事项。Keep the focus on the priority items while the change goes through the change control process.

C.拒绝变更请求，因为它可能对项目绩效产生负面影响。Reject the change request since it may negatively impact the project's performance.

D.尽快实施变更请求，以避免累积新的范围。Implement the change request as soon as possible to avoid accumulating new scope.

参考答案：B

解析：根据整体变更控制程序，在处理变更请求时，项目经理应该先对变更进行评估并申请批准，同时保持对项目优先事项的关注，有助于确保变更请求与项目的目标和范围一致。选项B最佳。

第168题 一个项目经理注意到项目团队在系统开发方面可能无法按时完成，而测试开始日期是根据项目的技术复杂性确定的。在定期的项目进展会议上与客户进行沟通之前，项目经理应该怎么做？A project manager notices that the project team is unlikely to complete the development of a system on time before the testing start date, which was based on the technical complexity of the project. What should the project manager do before communicating with the client during the regular project progress meeting?

A.告诉客户有可能会延迟。Tell the client about the chance for the potential delay.

B.与项目团队合作评估可能的延迟。Work with the project team to evaluate the potential delay.

C.不要透露延迟的可能性，因为还未发生。Do not disclose the likelihood of a delay as it is yet to happen.

D.要求项目发起人在下次更新中告知客户。Ask the project sponsor to inform the client in the next update.

参考答案：B

解析：在面对潜在的项目延迟时，项目经理应该首先与项目团队合作，评估导致延迟的原因和影响，以寻求恰当的解决方案，选B。

第169题 一家银行决定启动一个项目，以为小型企业和创业者提供服务转向为中型和大型企业提供服务。由于该国经济面临困境，一些干系人对这种转型需求持不同意见。项目经理应该怎么做？A bank has decided to initiate a project to transition from serving small businesses and entrepreneurs to mid- and large-scale businesses. The country's economy is struggling, and some stakeholders cannot agree on this transformation need. What should the project manager do?

A.将问题升级给发起人，并要求干系人参与Escalate the issue to the sponsor and ask for stakeholder engagement

B.定期审查项目商业论证并进行更新Review the project business case and update it periodically

C.进行战略项目集管理规划Plan for strategic program management

D.实施沟通管理计划Implement a communications management plan

参考答案：A

解析：发起人是项目的主要支持者和倡导者，根据题干，启动项目之前干系人如果对项目的整体方向有不同意见，项目经理可以寻求发起人的帮助，选A。

第170题 在经过几个月的精心规划和与主题专家（SMEs）的讨论后，宣布了一项可能对项目预算产生重大影响的新法律。项目经理首先应该做什么？After months of careful planning and discussions with subject matter experts (SMEs), a new law is announced that may significantly impact the project budget. What should the project manager do first?

A.查阅风险和问题日志。Consult the risk and issue logs.

B.提出项目变更请求。Initiate a project change request.

C.创建基准影响评估。Create a baseline impact assessment.

D.与项目发起人讨论。Discuss with the project sponsor.

参考答案：C

解析：新法律可能影响项目预算，属于风险题，项目经理应该将识别到的新风险登记在风险登记册上，并进行分析，评估对项目预算、进度、质量和范围的潜在影响，选C。

第171题 一位项目经理被分配到一个多年的企业资源规划（ERP）解决方案项目。在规划过程中，业务发起人强调在保持最终产品完整性的同时，在整个过程中展示价值的重要性。项目经理应该如何为这个项目建立交付模型？A project manager is assigned to a multiyear enterprise resource planning (ERP) solution project. During planning, the business sponsor emphasizes the importance of demonstrating value along the way, while maintaining the integrity of the final product. How should the project manager establish the delivery model for this project?

A.根据业务功能将项目组织成多个子集，并将每个子集作为最终产品的组成部分进行交付。Organize the project into multiple subsets based on business functions and deliver each subset as a component of the final product.

B.将项目重新定位为一个包含多个小项目的项目集，因为每个项目将作为其自身的产品进行交付。Reestablish the project as a program with multiple small projects, as each project will be delivered as a product of its own.

C.向指导委员会通报最新状态，并提供已完成功能的演示。Communicate the latest status to the steering committee and provide a demo of the features completed.

D.安排定期的功能演示，并在所有功能完成后交付一个产品。Schedule routine demos on features completed and deliver a single product once all features are completed.

参考答案：A

解析：根据题干，项目经理不仅需要在项目周期中展示价值，还要同时保持最终产品的完整性，最佳选项A。选项B错误，后半句不符合业务发起人想要保持最终产品完整性的要求。 选项C错误，它不是建立交付模型的方法。选项D错误，虽然有定期的功能演示，但是在项目过程中没有实际的成果交付。

第172题 项目经理正在管理一个预算和进度都很紧张的内部项目。在执行项目时，项目经理意识到一些干系人正在与项目的成功目标背道而驰。项目经理应该做些什么来确保项目的成功交付？（选择两个）A project manager is managing an internal project with a tight budget and schedule. While executing the project, the project manager realizes that some stakeholders are working against the success targets of the project. What should the project manager do to ensure successful project delivery?(Choose two)

A.更新项目干系人分析和方法，以满足干系人的需求。Update the project stakeholder analysis and methods to satisfy the stakeholders' requirements.

B.将问题上报职能经理并寻求支持。Escalate the issue to the functional manager and ask for support.

C.通过分发状态报告使所有干系人参与项目。Involve all stakeholders in the project by distributing status reports.

D.注重支持性干系人，尽量减少不支持性干系人的参与。Focus on the supportive stakeholders and minimize involvement of unsupportive stakeholders.

E.让所有干系人参与项目，包括不支持项目的干系人。Engage all stakeholders in the project including the unsupportive stakeholders.

参考答案：AE

解析：选项A正确，项目经理应首先进行干系人分析，了解他们的想法，及时纠正偏差。选项E正确，项目经理应让所有干系人参与，包括不支持的干系人，可以确保他们的参与并寻求他们的支持。

第173题 一个在飞机制造公司工作的Scrum团队已经完成关键项目的第一次迭代。对于项目发起人来说，在预算之内按时完成项目是非常重要的。燃尽图表明项目进度落后。项目经理应该采取哪两种行动来管理障碍并提高团队的速度？（选择两个）A Scrum team working in an aircraft manufacturer company has completed. Its first iteration for a critical project. It is very Important for the project sponsor to complete the project on time and under budget. A burndown chart indicates that the project is behind schedule. Which two actions should the project manager take to manage Impediments and improve the team's velocity?(Choose two)

A.导师将参与初级项目经理实施的决策过程。Look for processes that cause bottlenecks and slow down the team's agility.

B.为高级开发人员分配高复杂性的任务。Assign the items with high complexity lo senior developers.

C.授权学习如何作出决定以消除障碍因素。Empower the learn to make decisions to remove impediments.

D.与团队一起尽快清除障碍因素。Work with the team to remove impediments as quickly as possible.

E.将复杂性高的项目移到最后的迭代。Move the items with high complexity to the last iterations.

参考答案：AD

解析：敏捷团队，项目经理作为仆人式领导，应该帮助团队发现并消除障碍。选项A和D比较合适。

第174题 最近，一位初级项目经理受雇负责一个计划在两周内启动的复杂项目。这位初级项目经理被介绍给另一位项目经理进行指导。给初级项目经理被分配一个导师会实现哪两个好处？（选择两个）A junior project manager was recently hired to lead a complex project scheduled to kick off in 2 weeks. The junior project manager was introduced to another project manager for mentoring. Which two benefits will the junior project manager realize by being assigned to a mentor?(Choose two)

A.初级项目经理在行政上向他们的导师汇报，这样人力资源（HR）问题可以快速得到回答。Junior project managers report administratively to their supervisors so that human resources (HR) questions can be quickly answered.

B.初级项目经理可以和导师讨论某些问题，而不用担心受到惩罚。The junior project manager can discuss certain problems with their mentor without fear of retribution.

C.如果出现问题或项目延误，导师会立即接手项目。The mentor will be immediately available to take over the project if there are problems or project delays.

D.导师将参与初级项目经理实施的决策过程。The mentor will be involved in the decision-making processes implemented by the junior project manager.

E.导师可以提供过去的项目文件，并提供潜在问题可能发生的早期预警指标。The mentor can provide past project documentation with early warning indicators that potential problems could occur.

参考答案：BE

解析：选项B正确，有导师可以提供一个安全的环境让人放开讨论问题。选项E正确，导师可以根据自己的经验提供见解，包括分享过去项目的文档，这些文档可以帮助识别潜在问题的早期预警信号。选项D错误，导师只提供建议，通常不会直接参与决策过程。

第175题 团队成员提出了一个风险，全国范围的停电威胁可能会影响软件开发项目的项目时间线。在上个月，这种风险变成了现实，项目时间线不得不延长2个月。项目经理应该采取哪两项行动？（选择两个）Team members raised the risk that the threat of a nationwide power outage could affect the project timeline of a software development project. Last month, that risk became a reality and the project timeline had to be extended by two months. What are the two actions a project manager should take? (Choose two)

A.要求团队成员加班，把损失的时间补回来，不影响项目进度。Ask the team member to work overtime to make up the time lost so that the project schedule is not impacted.

B.分析问题的影响，提交变更请求以更新项目进展。Analyze the impact of the issue and submit a change request to update the project schedule.

C.通知项目发起人，风险已经出现，并要求增加项目预算。Inform the project sponsor that the risk has materialized and request that the project budget be increased.

D.延长项目截止日期，更新项目进度以反映延迟。Extend the project deadline and update the project schedule to reflect the delay.

E.更新风险登记册，并与相关负责人合作，实施应对计划。Log it in the risk register and work with the relevant owner to implement the mitigation action plan.

参考答案：BE

解析：选项B正确，项目时间延长两个月，项目经理需要分析影响，并走变更流程；选项E正确，遇风险先查测，已知风险发生，可直接查阅风险登记册执行应对计划。

第176题 一位初级项目经理很高兴开始与一家电信公司合作他们的第一个项目，一位高级项目经理决定对初级项目经理进行项目管理以及如何取得成功的培训。高级项目经理应该告诉初级项目经理利用哪三个工件来确保项目成功？（选择三个）A junior project manager is excited to start working on their first project with a telecommunications company, A senior project manager has decided t o educate the junior project manager on the challenges of project management and how to achieve success.Which three artifacts should the senior project manager tell the junior project manager to utilize to ensure project success? (Choose three)

A.组织过程资产（OPAs）Organizational process assets(OPAs)

B.从过去的项目中吸取的教训登记册Lesson learned registers from past projects.

C.历史问题记录Historical issue logs

D.项目范围说明Project scope statement

E.项目管理计划Project management plan

参考答案：ABE

解析：选项A，组织过程资产（OPAs）包括组织的知识库，以及从过去的项目中获得的经验和知识。这些资源可以帮助项目经理了解和应用最佳实践，同时避免已知的问题和陷阱。选项B，过去项目的经验教训登记册：这是一个记录项目经验和教训的工具，项目经理可以从中学习到过去的成功和失败经验，从而在新的项目中避免相同的错误，并复制成功的做法。选项E，项目管理计划：这是项目的主要指导文件，它详细描述了项目的所有方面，包括项目范围、时间表、预算、质量目标、沟通计划、风险管理计划等。一个好的项目管理计划可以指导项目的所有活动，并帮助项目团队及时发现和解决问题。选项C不是最佳选项，虽然历史问题日志可以为项目经理提供一些有用的信息，但它不能代替项目管理计划、组织过程资产或经验教训登记册。选项D不是最佳选项，项目范围说明是一个重要的项目文件，它定义了项目的范围，包括项目的产品、服务、结果以及其所需的工作。然而，对于如何确保项目成功，项目范围说明书可能不如项目管理计划，经验教训登记册和组织过程资产（OPA s）那样有用。

第177题 一个项目经理被分配到一个长期项目。这位项目经理遇到了政府关于一项可能影响项目的新法律的辩论。项目经理应该采取的前两项行动是什么？（选择两个）A project manager has been assigned to a long-te rm project. The project manager came across a government debate over a new law that may affect the project. What are the first two actions the project manager should perform?(Choose two)

A.创建变更请求，与变更控制委员会（CCB）讨论。Create a change request to discuss with the change control board(CCB).

B.请求追加紧急情况预算。Request additional budget for contingency.

C.与项目团队一起执行风险识别过程。Perform a risk identification process with the project team.

D.与项目干系人协商。Consult with the project stakeholders.

E.与主题问题专家（SMEs）讨论可能的影响。Discuss the possible impacts with subject matter experts(SMEs).

参考答案：CE

解析：关键词“一项可能会影响项目的新法律的辩论”，意味着这是一个风险，需要先进行分析评估影响，再规划应对策略并执行。选项CE最佳。

第178题 项目经理被分配到一个战略沟通项目，这个项目涉及主题专家（SMEs）、实习生和新员工。项目经理发现，由于实习生的知识差距，项目并没有得到多大的发展。培训预算已经耗尽，项目需要立即交付。项目经理应该采取哪两项行动？（选择两个）A project manager is assigned to a strategic communication project that involves subject matter experts (SMEs), interns, and new recruits. The project manager discovers that the project is not gaining much traction due to knowledge gaps from the interns. The budget for training is exhausted and the project needs to be delivered without delay. Which two actions should the project manager tak e?(Choose two)

A.查明实习生和新征聘人员知识差距的来源和具体情况。Identify the sources and specifics of the knowledge gap from the interns and new recruits.

B.雇用更多的主题专家，并通知人力资源经理解雇表现不佳的实习生和新员。Hire more SMEs and inform the human resource manager to lay off the nonperforming interns and new recruits.

C.提出项目变更请求，要求增加预算，以便培训实习生和新聘人员。Initiate a project change request for additionaI budget to train the interns and new recruits.

D.忽略项目的问题，尝试在不要求培训资金的情况下成功交付项目。Ignore the issues with the project and try to deliver the project successfully without asking or training funds.

E.把实习生和新员工分成小组，分配一名主题专家作为导师。Put the interns and new recruits into groups a nd assign a SME as a mentor.

参考答案：AE

解析：关键词“实习生的知识差距”“培训的预算已经用完”，需要在预算不足的情况下解决团队的知识差距，选项AE最佳。选项A，想要解决问题要先了解问题。通过识别实习生和新员工的具体知识差距，项目经理可以准确地了解缺乏哪些信息或技能，以便后续制定解决方案。选项E，利用团队中已有的主题专家对实习生和新员工进行指导，既解决了知识差距，又不需要额外的预算。

第179题 一名项目管理员被指派领导一个基于云的系统的全球实现。团队成员分散在5个国家。随着时间的推移。项目经理注意到，一些团队成员在状态电话会议或其他保护讨论中变得安静，而另一些人经常打电话到很晚，并把时区差异作为延迟的原因。项目经理应该采取哪三种行动来鼓励参与？（选择三个）A project administrator is assigned to lead the global implementation of a cloud based system. The team members are scattered across 5 countries. As time goes by. The project manager noticed that some team members became quiet during status conference calls or other protective discussions, while others often called late and cited time zone differences as a reason for delays. What three actions should a project manager take to encourage participation? (Choose three)

A.要求所有团队成员每周提交一份书面状态报告。Require a written status report from all team members on a weekly basis.

B.组成一个核心小组，由代表每个国家成员的团队领导组成，并鼓励他们合作。Form a core group of team leads representing members from each country and encourage them to collaborate.

C.在建立虚拟会议之前，要求团队成员就会议时间达成一致。Before setting up a virtual meeting, ask team members to agree on a meeting time.

D.建立一个讨论板，允许团队成员在天中的任何时间在线协作。Establish a discussion board that allows team members to collaborate online at any time of the day.

E.与团队成员建立一对一的虚拟会议，私下解决任何问题和/或关注的问题。Establish virtual one-on-one's with team members to address any issues and/or concerns privately.

参考答案：BCD

解析：在管理全球虚拟团队时，首先需要考虑文化和时差，以及如何促进开放的沟通和合作，选项BCD最佳。选项B正确，形成一个由每个国家的团队领导组成的核心小组，可以鼓励来自不同地点的团队成员之间的协作和沟通。选项A错误，要求所有团队成员每周提交书面状态报告可能不一定会鼓励参与，甚至会给团队成员带来不必要的负担。选项E，会耗费太多时间在沟通上。

第180题 在项目执行期间，项目经理注意到只有一个团队成员拥有构建产品所需的一项技术技能。项目经理担心这可能会对质量和进度产生影响，因为大多数即将到来的活动将需要至少三个具有这种特定技能的人。项目经理应该采取哪两项行动来防止团队不合格？（选择两个）During the execution of a project the project manager notices that only one team member has one of the technical skills needed to build the product. The project manager is afraid this might have a future impact on the quality and schedule, because most of the upcoming activities will require at l east three people with this specific skill.What two actions should the project manager take to prevent the team from being unqualified? (Choose two)

A.从路线图中排除活动Exclude the activities from the roadmap.

B.鼓励结对工作和知识分享Encourage pair work and knowledge sharing.

C.教授整个团队新技能Teach the entire team the new skill.

D.与外部培训师一起组织培训活动Organize the training activities together with the external trainers.

E.增加对需要这些能力的活动的时间估算Increasing temporal estimates of activities that require these abilities.

参考答案：BD

解析：选项B正确：通过鼓励团队成员结对工作，并促进他们之间的知识共享，可以提高整个团队的技能水平。团队成员可以相互学习，共同解决问题，并增加对特定技能的掌握程度。这有助于减轻依赖于单个团队成员的风险，并增强整个团队的技术能力。选项D正确：如果团队缺乏特定的技能，项目经理可以组织一个培训活动，并邀请外部培训师来传授所需的技能。培训可以提供新的知识和技能，帮助团队成员提高能力，并满足项目需求。选项C不是最佳选项，活动需要至少三个具有这种特定技能的人，培训整个团队可能会导致时间和资源的浪费。