4.整合管理–商业文件–商业论证（是否值得所需投资、高管们决策的依据）反映了：

（1）一个项目在启动时，决定要不要做；
（2）发起人离职了，项目还要不要继续；
（3）包括商业需求和成本效益分析。

1、 [单选] 收到新项目的客户请求之后，项目经理首先应该做什么？

What should a project manager do first after receiving a customer request for a new project?

A：寻求项目发起人批准。 Seek project sponsor approval.

B：准备商业论证。 Prepare the business case.

C：组织项目启动大会 。Organize a kick-off meeting.

D：获得专家判断。 Obtain expert judgment.

商业论证可以包含有关战略一致性、风险敞口评估、经济可行性研究、投资回报率、预期关键绩效测量、评估和替代方法的信息。商业论证可以从定性或定量的方面，或者同时从这两方面来说明项目成果的预期价值贡献。B

14.敏捷–角色–产品负责人PO–职责–1.创建待办列表并排序;2.确认工作优先顺序;3.提供反馈;4.指导开发方向。

14.敏捷–方法–回顾–回顾是最重要的一个实践，原因是它能让团队学习、改进和调整其过程。

2、 [单选] 项目负责人反复抱怨，称开发团队开发的功能似乎与原始设计不一致。什么做法有助于解决这个问题？

A project owner repeatedly complains, saying that a function developed by the development team does not seem to align with the original design. What will help to solve this issue?

A：让产品负责人参加下一次迭代审查会议，以了解产品的开发状态。
Ask the product owner to sit in on the next iteration review meeting to learn more about the development status for the product.

B：要求质量保证团队识别与初始设计相比较的任何功能不匹配。
Ask the quality assurance team to identify any mismatches in functionality compared to the initial design.

C：要求开发团队重写功能，使其与项目范围相匹配。
Ask the development team to rewrite the function so that it matches with the project scope.

D：在下一次回顾会议中安排时间讨论所有的纠正措施，并要求项目负责人参加会议。
Schedule time during the next retrospective session to discuss all corrective actions and ask the project owner to participate in the session.

A

变更管理–瀑布型变更（一次交付、尽量限制、确定性需求 ＞风险储备）–一个中心，两个基本点–一个中心：计划 = 执行。–两个基本点：1.内部变更先分析：分析原因、影响、解决方案。2.外部变更先沟通：了解需求，正式提出，核对信息。

7.成本管理–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

3、 [单选] 项目经理被批准执行一个价值1200万美元为期三年的项目，6个月后，25%项目已完成，项目团队开支为400万美元。计算完进度绩效指数和成本绩效指数后，下一步应该做什么？

The project manager is approved to execute a $12million, three-year project. After 25% of the project is completed. What is the next step after calculating the schedule performance index and cost performance index?

A：要求更多资金 Ask for more money

B：执行偏差分析 Perform variance analysis

C：制定绩效预测 Develop performance forecast

D：提交变更请求 Submit a change request

D B

14.敏捷–角色–产品负责人PO–职责–1.创建待办列表并排序;2.确认工作优先顺序;3.提供反馈;4.指导开发方向。–在敏捷中，一切对客户的沟通为PO。

4、 [单选] 你正在处理一个为某位客户开发产品的项目。你已经决定采用敏捷开发方法论。你注意到，客户并不有意参与项目，因为他们认为，一旦已与你签下订单，你的团队应该在商定的时间和成本内交付产品。在这种情况下，最好的方法是什么？

You are handling a project to develop a product for one of your clients. You have decided on Agile methodology for development. You notice that the client is not very involved in the project because they believe that once the order has been placed with you, your team should deliver the product within the time and cost agreed on. What would be the best approach in this scenario?

A：在项目的开始签署
Take a sign-off at the beginning of the project

B：与产品负责人合作，并进行冲刺审查
Engage product owner and conduct sprint reviews

C：等待客户提供反馈
Wait for the client to give you feedback

D：基于类似的项目做出决定
Make a decision based on similar projects

B

13.干系人管理–干系人分析–干系人分析会产生干系人清单和关于干系人的各种信息,例如，在组织内的位置、在项目中的角色、与项目的利害关系、期望、态度（对项目的支持程度），以及对项目信息的兴趣。

5、 [单选] 一家公司启动了一个与开发新服务相关的项目，而该公司并不具有此类专业知识。项目经理了解到，运营部门不批准且可能不支持持续维护。项目经理应该怎么做？

A Company launches a project related to the development of a new service, and the Company does not have this expertise. The project manager understands that the Operations Department does not approve and may not give support for the ongoing maintenance. What should the project manager do?

A：执行沟通需求分析，并记录该情况
To perform communication needs analysis and record the situation

B：根据之前项目的信息，创建一份风险识别核对单
Create a checklist of risk identification based on information from previous projects

C：将此活动包含在工作分解结构（WBS）中，并在发生时对其进行处理
To include this activity into the Work Breakdown Structure (WBS) and process it when occurred

D：评估如何获得该部门的项目支持，以减少任何负面影响
To assess how to get project support from the department to reduce any negative impact

A

14.敏捷–信息发射源，它是一种可见的实物展示其向组织内其他成员提供信息在不干扰团队的情况下即时实现知识共享。 信息发射源一般包括看板、燃尽图、燃起图、障碍日志等在敏捷项目中，使用可见的实物展示信息更透明化。

选项C，每日站会不报告项目状态。

6、 [单选] 随着项目进行，项目经理会收到干系人的抱怨，他们声称项目状态会议和电子邮件报告太少，无法让干系人了解项目的最新状态。项目经理审查沟通管理计划，并提交变更请求以修改报告状态的方式。项目经理最好在变更请求中包含以下哪项？

As the project progresses, the project manager gets complaints from stakeholders who say that project status meetings and email reports are too infrequent to keep the stakeholders up-to-date with the project’s status. The project manager reviews the communications management plan and submits a change request to modify the way the status is reported. Which of the following is best for the project manager to include in the change request?

A：结合使用信息发射源
Incorporating the use of information radiators

B：终止分发电子邮件报告
Eliminating the distribution of email reports

C：在每日站会汇报项目状况 Reporting project status at the daily standups

D：将项目状态发送给更少的干系人 Sending project status to fewer stakeholders

A

干系人直接找团队成员

问题	原因	选项
敏捷干系人	直接了解信息	发射源、开会
干系人联系团队	传统项目	沟通管理计划
直接找团队	发起变更	变更流程、沟通

9.资源管理–培训

7、 [单选] 根据沟通管理计划，项目应该使用仪表板向干系人传达信息。一些团队成员在更新他们在仪表板上的项目数据时遇到了一些困难。对项目经理来说，最好的行动方案是什么？

According to the communications management plan, the project should use a dashboard to communicate information to stakeholders. Some team members are struggling to keep their project data current. What is the best action for the project manager?

A：鼓励团队成员尽可能输入任何信息
Encourage team members to enter any information whenever they can

B：向那些在及时报告上有困难的团队成员提供帮助
Offer help to those team members who are struggling to report on time

C：让团队专注于他们的工作并代表他们报告状态
Have the team focus on their work and report the status on their behalf

D：减少或调整那些无法保持数据最新状态的格式
Reduce or adjust the format of those not able to keep their data current

B

8.质量管理–统计抽样

8、 [单选] 项目团队负责制造10,000个小零件。基于集中检查500个零件的批次质量是控制质量工具哪一种的实例？

The project team is responsible for creating 10,000 small parts. Basing the quality of the batch on an intensive review of 500 parts is an example of what quality control tool?

A：质量审计 Quality audit

B：帕累托原则 Pareto principle

C：统计抽样 Statistical sampling

D：检查 Inspection

C

12.采购管理–控制采购–工具与技术–绩效审查–对照协议，对质量、资源、进度和成本绩效进行测量、比较和分析，以审查合同工作的绩效。其中包括确定工作包提前或落后于进度计划、超出或低于预算，以及是否存在资源或质量问题。项目经理的采购绩效审查是对供应商的合同绩效进行管理的重要工具。

9、 [单选] 在与项目团队成员的非正式谈话中，项目经理发现某个关键部分的供应商在执行一个已获批准的产品变更时有问题。项目经理接下来应执行下列哪一项？

In informal conversations with project team members, the project manager found that a key part of the vendor was having problems executing an approved product change. Which of the following should the project manager do next?

A：实施对供应商的质量审计
Implement quality audits for suppliers

B：安排一次变更控制会议
Schedule a Change Control meeting

C：审查供应商的工作绩效
Review suppliers work performance

D：与供应商的高级经理谈话
Talk to the senior manager of the Supplier

A

5.范围管理–创建WBS–100%规则

10、 [单选] 进行自制或外购分析后，项目经理将已经包含工作分解结构（WBS）中的内容进行外包，项目经理应该采取下列哪一项措施？

After a make-or-buy analysis, the project manager decided to outsource the deliverables that included in the work breakdown structure (WBS). Which of the following should the project manager do next?

A：将需要外包的可交付成果从WBS中移除
Remove deliverables from the WBS that will be outsourced

B：将需要外包的可交付成果保留在WBS中
Maintain in the WBS the deliverables that will be outsourced

C：创建另一个WBS，仅包含将需要外包的可交付成果
Create another WBS includes only the deliverables that will be outsourced

D：等到选定外包供应商后才对WBS进行更改
Don’t change anything of the WBS until the outsourcing provider is selected

C