1、An organization preparing for a large strategic project hires an international company with experience in this arenThis company speaks adifferent language and has cultural differences.The project manager knowsthat communication is a primary reason that projects fail,and is concernedabout their lack of experience with foreign stakeholders. What should the project manager do to properly manage the informationflow?
A.Leverage the experience of the foreign company to communicate with the
B.Develop a communication strategy that addresses the needs of both the
C.Follow best practices of written communication
D.Hire professionals who speak both the local and foreign language
正在准备一个大型战略项目的组织雇佣了在该领域有丰富经验的一家国际公司。该公司使用不同的语言,并有文化差异。项目经理知道沟通是项目失败的主要原因,并担心他们缺乏与外国相关方打交道的经验。 若要正确管理信息流,项目经理应该做什么?
A、利用外国公司的经验与相关方进行沟通。
B、制定沟通战略,以满足项目及其相关方的需求。
C、遵循书面沟通的最佳实践。
D、聘请会说当地语言和外语的专业人士。
参考答案：B
试题解析：选项A经验不能做好沟通。选项B是规划沟通管理的方式，制定沟通战略。选项B正确。选项C沟通的方式仅仅是书面沟通并不完善。选项D可能是沟通管理计划中的沟通方式，所以CD都可能是包含在B中的。
2、During a software development project, a developer discovers a new tool that could increase development speed. The project manager’s analysis finds implementing the new tool could shorten the current development phase by 20% and save 10% of the project’s cost. After approval from the change control board, the project manager revises the project schedule. What is the type of risk response?
A.Exploit
B.Accept
C.Enhance
D.Transfer
在一个软件开发项目中，开发人员发现一个可以提高速度的新工具。项目经理分析发现这种新工具能够缩短当前开发阶段20%，并节省10%的项目成本。在变更控制委员会批准之后，项目经理修订了项目进度。这属于哪种风险应对类型?
A、开拓
B、接受
C、增强
D、转移
参考答案：A
试题解析:选项A开拓。如果组织想确保把握住高优先级的机会，就可以选择开拓策略。本题是知道能节省成本的技术并且把握住了，所以是开拓。A正确。
3、A project manager is developing a high-level cost estimate for inclusion in the project charter. Since the project manager previously completed similar projects, what cost-estimating technique should be used?
A.Parametric
B.Analogous
C.Expert judgment
D.Bottom-up
项目经理正在制定一份高层级的成本估算，以便纳入项目章程。由于项目经理以前完成过类似的项目，应该使用哪一项成本估算技术?
A、参数估算
B、类比估算
C、专家判断
D、自下而上估算
参考答案：B
试题解析：选项B类比估算，类比估算是一种使用相似活动或项目的历史数据，来估算当前活动或项目的持续时间或成本的技术，这是一种粗略的估算方法，有时需要根据项目复杂性方面的已知差异进行调整，在项目详细信息不足时，就经常使用类比估算来估算项目持续时间。所以选项B正确。
4、During an ongoing,customer-specific product development project, the customer’s project manager is changed.The new project manager fails to receive updates about the project’s deliverations. What should the new project manager do?
A.Update the change log.
B.Refer to the scope document.
C.Refer to the stakeholder register.
D.Update the communications management plan.
在一个正在进行的客户特定产品开发项目中，客户的项目经理发生变化，新项目经理没有收到关于项目可交付成果的更新信息。 新项目经理应该怎么做?
A、更新变更日志
B、查阅范围文件
C、查阅相关方登记册
D、更新沟通管理计划
参考答案：D
试题解析：关键字“没有接收到信息”，在这里客户的项目经理没有收到信息，是说明沟通中的报告接收方没有项目经理。所有首先应该更新沟通管理计划。选项D正确。
5、A project that should have been 80 percent completed by now is only 75 percent completed. The total project budget is US$100,000and the actual cost of work performed(ACWP)is US$72,000. What can be determined from this information?
A.The project is under budget, has a schedule performance index(SPI)of 0.94,anda and a cost performance index(CPI)of 1.04.
B.The project is over budget,has an SPI of 1.07, and CPI of 0.96.
C.The project is over budget,has an SPI of 0.96, and CPI of 1.04.
D.The project is under budget,has an SPI of 0.94, and CPI of 0.96.
到目前为止本该完成百分之八十的一个项目只完成了百分之七十五，项目总预算为 100,000美元，己完成工作实际成本(ACWP)为72,000美元。根据这些信息可以确定什么?
A、该项目低于预算，其进度绩效指数(SPI)为0.94,成本绩效指数(CPI)为1.04
B、该项目超出预算，其SP1为1.07，CPI为0.96
C、该项目超出预算，其SPI为0.94，CPI为1.04
D、该项目低于预算，其SPI为0.94, CP1为0.96
参考答案：A
试题解析：有题意可知，计划完成百分之八十，只完成了百分之七十五，又因为总预算是100000，所以PV=8万，EV=7.5万，AC=7.2万，SPI=EV/PV=7.5/8=0.94<1 CPI=EV/AC=7.5/7.2=1.04>1 进度落后，成本节省。
6、The progress of the project becomes very tight and delayed delivery should be unacceptable. The functional manager requests that a resource be transferred to a project at the higher priority, but the team member is engaged in a critical path activity. What should the project manager do to avoid negative impacts on the project?
A.To request the project sponsor to ensure that another resource is provided
B.To discuss the situation with the functional manager
C.To modify the schedule to use floating time
D.To use balance of resources
项目的进度很紧张，延迟交付不可接受。职能经理要求将一名资源调至优先级更高的项目，但是，该团队成员正在从事一个关键路径活动。 若要避免对项目的负面影响，项目经理应该怎么做?
A、请求项目发起人确保提供另一名资源
B、与职能经理讨论该情形
C、修改进度计划以使用浮动时间
D、使用资源平衡
参考答案：B
试题解析：职能经理要求将一名资源调至优先级更高的项目，但是这资源现在正可用。这是资源冲突问题，首先需要面对面沟通让其了解情况，再进行其他方式。所以选项B正确。
7、A project sponsor reviews the project and questions some of the project risks.The sponsor asks the project manager to analyze the effect of these risks on overall project objectives. What should the project manager conduct?
A.Quantitative and qualitative risk analyses
B.Assumption and constraint analysis
C.Strengths,weakness,opportunity, and threats(SWOT)analysis
D.Checklist analysis
项目发起人对项目进行审查并对一些项目风险提出质疑，项目发起人要求项目经理分析这些风险对项目总体目标的影响。项目经理应该执行下列哪一项?
A、定量和定性风险分析
B、假设条件和制约因素分析
C、优势、劣势、机会与威胁(SWOT)分析
D、核对单分析
参考答案：A
试题解析：项目发起人要求项目经理分析这些风险对项目总体目标的影响，也就是风险分析。风险分析包括定性风险分析和定量风险分析。选项A包含两者最完备。选项BCD都太片面。
8、During the project testing, multiple defects have been identified. As the team is still solving the defect backlog, the risk of cost overruns has now increased. What should the project manager do?
A.To report the issue to the project sponsor
B.To use conflict management technique to review and prioritize defects
C.To submit a change request to resolve the defect
D.To request additional resources to handle the defect backlog
在项目测试期间，识别到多个缺陷。由于团队还在解决积压的缺陷，测试将会超支的风险现在已经增加。 项目经理应该怎么做?
A、将该问题上报给项目发起人
B、采用冲突管理技术来审查和确定缺陷的优先级
C、提交更变请求来解决缺陷
D、请求额外的资源来处理缺陷积压
参考答案：C
试题解析：监督风险是在整个项目期间，监督商定的风险应对计划的实施、跟踪已识别风险、识别和分析新 风险，以及评估风险管理有效性的过程。风险增加需要通过监督风险将风险应对计划实施。监督风险的输出中有变更请求，所以可以依据变更请求来解决问题。选项C正确。
9、Based on the input of a senior team member,a corrective action is implemented to address a design issue,after implementation,the team discover that the corrective action falls to improve design quality. What should the project manager have done to prevent do?
A.Referred to the change management plan,and ensure that change requests were formally authorize
B.Ensured the design’s corrective action was inspected and held a lesson learn session.
C.ldentified the risks,and documented the sources of overall project risks.
D.Consulted the quality management plan,and assured that inspections and audits were conducte
根据一位高级成员的意见,实施纠正措施以解决设计问题,实施后,该团队发现纠正措施未能提高设计质量。若要避免这个问题,项目经理应该事先做什么?
A、参考变更管理计划,并确保变更请求得到正式授权。
B、确保检查设计的纠正措施并召开经验教训会议。
C、识别风险,并记录整体项目风险的来源。
D、查阅质量管理计划,并确保进行检查和审计。
参考答案：A
试题解析：纠正措施未能提高设计质量，纠正措施是变更处理方法。所以是变更没有发挥实际的效果，可能是没有按照变更管理计划执行。正确答案是选项A应该实施整体变更请求 需要通过流程控制，对纠正措施进行评估。选项B检查纠正措施不能避免这个问题，是在枸杞补救。选项C这不是风险问题。选项D是变更计划的问题，不是质量管理计划。
10、While monitoring the project schedule, the project manager realizes that the phase one milestone will exceed the schedule deadline and run over into the start of phase two, However, phase two cannot start until the phase one milestone is reached and its results presented,What should the project manager do to meet phase one’s timeline and deliver the expected results?
A. Brainstorm with the project team and review several what-if scenarios
B. Use the project calendar to calculate for limited resources and project uncertainties
C. Develop the critical path to Identify the longest time for completing phase one
D. Consider fast tracking phase one. although it would increases the risk
在监督项目进度的同时，项目经理发现第一阶段里程碑将超过进度计划的期限并延续到第二阶段开始。但是，在达到第一阶段里程碑并提交其结果之前，无法开始第二阶段，若要满足第一阶段的时间表并交付预期的结果，项目经理应该怎么做?
A、与项目团队进行头脑风暴并审查几个假设情景
B、使用项目日历来计算有限的资源和项目的不确定性
C、制定关键路径，以确定完成第一阶段的最长时间
D、考虑快速跟进第一阶段，尽管这会增加风险
参考答案：D
试题解析：题干表示第一阶段延误，所以考虑能够追回进度的措施。选项D： 快速跟进是进度压缩技术，最佳实践。
