13.干系人管理

91、 [单选] 在项目执行期间，一名外部干系人反对一项重大范围变更。除非重新评估干系人的决定，否则项目进展将受到影响。项目经理下一步该怎么做？

During the project implementation, an external stakeholder is opposed to a major scope change. Unless the stakeholder’s decision is reassessed, the project progress will be impacted.What should the project manager do next?

A：审查干系人管理计划评估影响
To review the stakeholder’s effort for the plan to assess the impact

B：请求项目发起人解决干系人的问题
To request the project sponsor to solve the problem encountered by the stakeholder

C：修订预算，反映可选方案的成本
To revise the budget to reflect the cost of the alternative

D：调查干系人反对背后的理由
To investigate the reason behind the opposition

A

5.范围管理

92、 [单选] 一客户给你一复杂项目的采购工作说明书，该项目为期 8 个月，未知的东西不多。客户只要你将它完成，并只希望在 8 月末你交付完成项目的时候见你。在这种情况下，下列哪种做法最好？

A customer has given you a contract statement of work for a complex, eight month project that has a few unknowns. The customer has asked you to just get it done and onlywants to see you at the end of eight months when you deliver the finished project. Under these circumstances, which of the following is the BEST thing to do?

A：按要求完成项目，但是一直与客户时不时地确认其范围
Complete the project as requested, but validate its scope with the customer occasionally throughout.

B：在 8 个月内完成项目，期间不联系客户
Complete the project within eight months without contacting the customer during this time.

C：让管理层时不时地和客户联系
Ask management to check in with the customer occasionally.

D：完成项目，但是记录下客户不想联系
Complete the project, but document that the customer did not want contact.

A

13.干系人管理–要尽早识别关键的干系人，因此识别干系人在启动阶段开始。

93、 [单选] 项目经理为一个具有按时完成盈利项目历史记录的组织工作。然而，由于缺乏干系人的支持以及他们未能提供信息，这些项目都经历过问题。若要避免这些问题，项目经理在新项目开始时应该做些什么?

A project manager works for an organization with a history of completing projects on time. However, these projects have all experienced issues due to a lack of stakeholder’s support and their failure to provide information. What should the project manager do at the beginning of a new project to avoid these issues?

A：管理所有干系人的期望，并为每个人提供解决方案
Manage all stakeholder’s expectation,and provide a solution for each one

B：准备一份包含所有干系人的沟通管理计划
Prepare a communications management plan that includes all stakeholders

C：在启动阶段识别关键干系人并进行优先级排序
Identify and prioritize the key stakeholders during the initiating stage

D：复制之前项目的工作，因为这些项目结束时都很好
Duplicate efforts from previous projects since they ended well

B

11.风险管理–机会应对策略–开拓–好的机会要勇于争取，直接提变更请求

94、 [单选] 你领导的项目应该升级你们公司在台式电脑和移动设备上开发的应用程序。上周，一家主要电子产品供应商出人意料地发布了一款新的移动设备。你意识到，只需稍加修改，你的应用程序就可以在新设备上运行得更快、更安全。对于这个机会，你接下来应该做什么？

The project you are leading is supposed to upgrade the application developed by your company on desktop computers and mobile devices. Last week, a major supplier of electronics unexpectedly released a new mobile device. You realize that your application, with a little bit of modification, can run much faster and more securely on the new device. What should you do next in regards to this opportunity?

A：创建成本预测并将其传达给干系人
Create a cost forecast and communicate it to stakeholders

B：提交变更请求以修改应用程序
Submit a change request to modify the application

C：考虑到意外工作，更新项目资金要求
Update project funding requirements in consideration for the unexpected work

D：对适当的储备金金额进行偏差分析
Conduct variance analysis for an appropriate reserve amount

A

5.范围管理

95、 [单选] 由于客户认为项目不满足要求，因此不愿对项目签字同意。客户希望对某些可交付成果进行返工，团队不同意，因为这不属于约定项目需求的组成部分。项目经理应该做什么？

The client is unwilling to sign the project because the client believes that the project does not meet the requirements. The client wants to rework some deliverable. The team does not agree because this is not part of the agreed project requirements.What should the project manager do?

A：审查验收标准和其他项目输出文件
Review the acceptance criteria and other project output documents

B：让团队遵守客户要求，对可交付成果进行返工
Have the team comply with customer requirements and rework deliverable

C：要求团队确定未满足需求的原因
Ask the team to determine the cause of the unmet need

D：请求额外资金以满足对可交付成果进行返工的要求
Request additional funding to meet rework requirements for deliverable

A

13.干系人管理–权力影响方格

96、 [单选] 你正在为一个软件开发项目起草一个干系人参与计划。该产品将使用Scrum框架构建。你希望确保分析和分类干系人对产品开发的影响程度。你的最佳行动方案是什么？

You are drafting a stakeholder engagement plan for a software development project. The product will be built using a scrum framework. You want to ensure that the stakeholders’ level of influence on product development is analyzed and categorized. What is your best course of action?

A：提交变更请求以更新干系人登记册
Submit a change request to update the stakeholder register

B：等待，直到干系人参加第一次冲刺审查
Wait until the stakeholders attend the first sprint review

C：建议产品负责人使用权力/影响方格
Suggest that the product owner use a power/influence grid

D：使用分层图表自己执行分析
Conduct the analysis yourself using hierarchical charts

Scrum（敏捷型）流程：
（1）迭代计划会（选故事、领任务、拆任务）：输入产品Backlog 、冲刺目标 → 输出冲刺Backlog 、燃尽图、任务板
（2）每日站会（15分钟、轮流开、不解决问题）：输入任务板/看板 → 输出任务板更新、燃尽图更新、障碍日志、产品增量
（3）迭代评审会（演示、评审、反馈）：输入产品增量 → 输出确认的产品增量、干系人的反馈；选B。
（4）迭代回顾会（总结、改进、计划）：输入问题日志、干系人的反馈 → 输出改进计划、新的待办事项

9.资源管理

97、 [单选] 在即将到来的敏捷项目中，执行组织雇佣了来自不同国家但使用相同语言的开发人员。团队将被安排在同一地点，并且项目经理理解在文化多样性的情况下，提供一个有效沟通和协作的环境将是项目成功的一个重要因素。对项目经理来说，最好的行动方案是什么？

For its upcoming agile project, the performing organization has hired developers of various nationalities but speaking a common language. The team will be colocated, and the project manager understands that given the cultural diversity, providing an environment of effective communication and collaboration will be an important factor in project success. What is the best course of action for the project manager

A：设置虚拟沟通工具
Set up virtual communication tools

B：为团队提供作战室
Provide the team with a war room

C：只配置私人办公区域不设立公共办公区域
Utilize only caves from the caves and common

D：结合使用Scrum
of Scrums Incorporate the use of a scrum of scrums

D

14.敏捷

98、 [单选] 你是一家大型组织的主管，考虑从预测性项目管理方法逐步过渡到敏捷项目管理方法。你聘请了一家外部咨询公司来评估当前的做法，并提出最好的过渡方式。在观察你的组织几个月后，顾问提出了几个选择。你最不可能选择哪个选项？

You are an executive in a large organization that considers a gradual transition from a predictive to the agile project management approach. You hire an external consulting company to evaluate the current practices and propose the best way for the transition. After observing your organization for several months, the consultant lays out several options. Which option would you least likely to select?

A：以两到四周的迭代周期开发产品
Developing the product in two- to four-week iterations

B：将每日站会纳入团队的日常工作
Incorporating daily standup meetings into the team’s routine

C：使用每周会议跟踪项目进展
Tracking the project progress using weekly meetings

D：在每次迭代的末尾进行团队回顾
Holding team retrospectives at the end of each iteration

C

11.风险管理

99、 [单选] 一项目经理刚刚为一个387,000美元的工程项目编制完风险应对计划。他下一步很可能怎么做？

A project manager has just finished the risk response plan for a U.S. $387,000 engineering project. Which of the following should he probably do NEXT?

A：确定项目总体的风险级别
Determine the overall risk rating of the project.

B：开始分析项目图纸上出现的问题
Begin to analyze the risks that show up in the project drawings.

C：在项目的工作分解结构中增加工作包
Add work packages to the project work breakdown structure.

D：重估项目风险
Hold a project risk reassessment.

12.采购管理–采购审计–审计是对采购过程的结构化审查。应该在采购合同中明确规定与审计有关的权利和义务。

100、 [单选] 项目经理希望在新项目中使用一名特定供应商。该供应商目前正在为项目经理管理的另一个项目工作。项目经理希望在开始为新项目工作之前，先完成当前项目。在供应商开始为新项目工作之前，项目经理应该做什么？

The project manager wants to use a specific vendor in the new project. The vendor is currently working on another project managed by the project manager. The project manager wants to complete the current project before starting work on the new project. What should the project manager do before the vendor starts working on the new project?

A：与供应商一起评审合同协议。
Review contract agreements with suppliers.

B：更新采购文档。
Update purchase document.

C：执行采购审计。
Perform procurement audits.

D：要求供应商完成所有现有工作。
Require suppliers to complete all existing work.

A