1.在獲取成功完成項(xiàng)目的活動(dòng)中，項(xiàng)目團(tuán)隊(duì)喜歡互動(dòng)和交流項(xiàng)目執(zhí)行的故事，此時(shí)項(xiàng)目團(tuán)隊(duì)處于什么階段？
In the event of successful completion of the project, the project team likes to interact and exchange project execution stories. What phase is the project team in?

• ?A ：震蕩階段 Oscillation phase

• ?B ：調(diào)整階段 Adjustment phase

• ?C ：成熟階段 Performing phase

• ?D ： 規(guī)范階段 Specification phase

正確答案：D?你的答案：C

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P338 章節(jié)：9.4 塔克曼階梯理論： · 形成階段 · 震蕩階段 · 規(guī)范階段 · 成熟階段 · 解散階段 交流項(xiàng)目執(zhí)行的故事，屬于學(xué)習(xí)相互信任的階段，因此屬于規(guī)范。

復(fù)盤：

2.項(xiàng)目經(jīng)理正在制定一個(gè)關(guān)鍵項(xiàng)目的資源管理計(jì)劃，該項(xiàng)目涉及位于不同國(guó)家具有不同文化的資源，下列哪一項(xiàng)將幫助項(xiàng)目經(jīng)理處理這種情況？
The project manager is developing the resources management plan for a key project that involves different culture resources in different countries. Which of the following will help the project manager deal with this situation?

• ?A ：團(tuán)隊(duì)建設(shè)活動(dòng) Team building activities

• ?B ： 事業(yè)環(huán)境因素 Business environment factors

• ?C ：人際關(guān)系技能 Interpersonal skills

• ?D ：虛擬團(tuán)隊(duì) Virtual team

正確答案：B?你的答案：D

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P315 章節(jié)：9.1.1.4 事業(yè)環(huán)境因素 組織文化和結(jié)構(gòu)； · 設(shè)施和資源的地理分布； · 現(xiàn)有資源的能力和可用性； · 市場(chǎng)條件。 只有B是規(guī)劃資源管理的輸入或工具。

?復(fù)盤：

3.項(xiàng)目經(jīng)理注意到一位團(tuán)隊(duì)成員在團(tuán)隊(duì)會(huì)議期間似乎越來(lái)越不滿。該團(tuán)隊(duì)成員沒(méi)有在關(guān)鍵的工作包上取得進(jìn)展，這種進(jìn)展的缺乏現(xiàn)在正在影響關(guān)鍵路徑。團(tuán)隊(duì)成員認(rèn)為他們?cè)陧?xiàng)目團(tuán)隊(duì)中沒(méi)有扮演正確的角色。項(xiàng)目經(jīng)理應(yīng)該做什么？
A project manager notices that one team member seems increasingly unhappy during team meetings. The team member is not making progress on a key work package, and this lack of progress is now impacting the critical path. The team member feels that they are not in the correct role within the project team. What should the project manager do?

• ?A ：讓團(tuán)隊(duì)成員相信他們的能力，提醒他們被選中是有原因的。 Reassure the team member about their abilities by reminding them that they were chosen for a reason.

• ?B ： 與團(tuán)隊(duì)成員會(huì)面，基于他們的優(yōu)勢(shì)而討論他們可以如何做出貢獻(xiàn)。 Meet with the team member to discuss where they can contribute, based on their strengths.

• ?C ：讓團(tuán)隊(duì)成員接受有針對(duì)性的培訓(xùn)，以獲得他們所指定角色所需的技能。 Enroll the team member in targeted training to acquire the needed skills for their assigned role.

• ?D ：安排與團(tuán)隊(duì)成員的每周觸點(diǎn)，以討論可能影響他們工作的障礙。 Schedule weekly touchpoints with the team member to discuss barriers that may impact their work.

正確答案：B?你的答案：D

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P346 章節(jié)：9.5 管理團(tuán)隊(duì)：項(xiàng)目經(jīng)理應(yīng)該向團(tuán)隊(duì)成員分配富有挑戰(zhàn)性的任務(wù)，對(duì)優(yōu)秀績(jī)效進(jìn)行表彰。項(xiàng)目經(jīng)理應(yīng)留意團(tuán)隊(duì)成員是否有意愿和能力完成工作，然后相應(yīng)地調(diào)整管理和領(lǐng)導(dǎo)力方式。相對(duì)那些已展現(xiàn)出能力和有經(jīng)驗(yàn)的團(tuán)隊(duì)成員，技術(shù)能力較低的團(tuán)隊(duì)成員更需要強(qiáng)化監(jiān)督。 排除法 A：提醒意義不大；B：幫助其找到角色；C：非技能問(wèn)題 D：非障礙問(wèn)題

?復(fù)盤：

4. 由于一臺(tái)設(shè)備設(shè)計(jì)規(guī)格中的某一項(xiàng)被忽略了而導(dǎo)致項(xiàng)目延期，而趕制此項(xiàng)需要更長(zhǎng)的交貨期。為避免這種情況的發(fā)生，項(xiàng)目經(jīng)理在項(xiàng)目規(guī)劃期間應(yīng)完成下列哪一項(xiàng)？
A project is delayed because one item in the equipment specification has been ignored. It will require a longer lead time to catch up. To avoid this situation, the project manager should have done which of the following in project planning?

• ?A ：制定應(yīng)急計(jì)劃 prepare a contingency plan

• ?B ：選擇更為可靠的供應(yīng)商 select a more reliable supplier

• ?C ： 在識(shí)別風(fēng)險(xiǎn)過(guò)程上花費(fèi)更多的努力 spend more efforts on the process of risk identification

• ?D ：確保該項(xiàng)不在關(guān)鍵路徑上 ensure that the item is a not on the critical path

正確答案：C?你的答案：B

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P411 章節(jié)：11.2.1.1 質(zhì)量管理計(jì)劃：質(zhì)量管理計(jì)劃可能列出了受不確定性或模糊性影響的一些領(lǐng)域，或者關(guān)鍵假設(shè)可能引發(fā)風(fēng)險(xiǎn)的一些領(lǐng)域。 為了避免，要選擇在更早的一些過(guò)程。風(fēng)險(xiǎn)識(shí)別不足會(huì)導(dǎo)致績(jī)效偏差。

?復(fù)盤：

5.項(xiàng)目經(jīng)理正在考慮項(xiàng)目風(fēng)險(xiǎn)和制約因素，然后組織了一次與高級(jí)員工召開(kāi)的頭腦風(fēng)暴，了解當(dāng)前流程，項(xiàng)目經(jīng)理向部門經(jīng)理講述了業(yè)務(wù)影響相關(guān)問(wèn)題，并審查了風(fēng)險(xiǎn)和制約的因素，在咨詢信息技術(shù)部門的一名方案架構(gòu)師的意見(jiàn)后，項(xiàng)目經(jīng)理要求獲得輸入和評(píng)估。項(xiàng)目經(jīng)理使用的是哪種工具和技術(shù)？
A project manager look at the project’s risk and constrains and then organizes a brainstorming session with senior staff to understand the current processes. The project manager speaks with department managers regarding business impacts ,and reviews risks and constraints. Consulting with a solution architect in the information technology department ,the project manager asks for inputs and assessments. What tool and technique is the project manager using?

• ?A ：風(fēng)險(xiǎn)登記冊(cè)模板 Risk register template

• ?B ： 專家判斷 Expert judgment

• ?C ：組織過(guò)程資產(chǎn) Organizational process assets

• ?D ：外部分析 External analysis

正確答案：B?你的答案：A

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P414 章節(jié)：11.2.2.1 專家判斷：應(yīng)考慮了解類似項(xiàng)目或業(yè)務(wù)領(lǐng)域的個(gè)人或小組的專業(yè)意見(jiàn)。項(xiàng)目經(jīng)理應(yīng)該選擇相關(guān)專家，邀請(qǐng)他們根據(jù)以往經(jīng)驗(yàn)和專業(yè)知識(shí)來(lái)考慮單個(gè)項(xiàng)目風(fēng)險(xiǎn)的方方面面，以及整體項(xiàng)目風(fēng)險(xiǎn)的各種來(lái)源。 咨詢專家后得出進(jìn)一步的工作方向，是典型的專家判斷。

?復(fù)盤：

6.敏捷項(xiàng)目團(tuán)隊(duì)的成員都在一個(gè)開(kāi)放的辦公空間中工作。一天中有許多談話同時(shí)發(fā)生。下列哪一項(xiàng)是項(xiàng)目經(jīng)理的最佳選擇?
The agile project team members are all working in an open office space arrangement. There are many conversations happening concurrently throughout the day. Which of the following is the best option for the project manager?

• ?A ： 安排頻繁的團(tuán)隊(duì)檢查點(diǎn)并以透明的方式發(fā)布項(xiàng)目工件 Schedule frequent team checkpoints and post project artifacts in a transparent fashion

• ?B ：要求團(tuán)隊(duì)成員將談話推遲到正式會(huì)議時(shí)間 Request team members to hold off their conversations until formal meeting times

• ?C ：記錄對(duì)話并發(fā)布在共享知識(shí)庫(kù)中 Record the conversations and post them in a shared repository

• ?D ：將下午指定為安靜的工作時(shí)間 Designate afternoons as quiet work times

正確答案：A?你的答案：C

解析：知識(shí)點(diǎn)出處：敏捷實(shí)踐指南 頁(yè)碼：P12 章節(jié)：2.3 精益和看板方法 敏捷、精益和看板方法共同的重點(diǎn)在于交付價(jià)值、尊重人、減少浪費(fèi)、透明化、適應(yīng)變更以及持續(xù)改善等方面。 敏捷團(tuán)隊(duì)使用信息發(fā)射源來(lái)確保工作的透明化。

復(fù)盤：

7.一個(gè)項(xiàng)目是為了設(shè)計(jì)新的政府機(jī)構(gòu)服務(wù),其所有可交付成果均已獲得驗(yàn)收。設(shè)計(jì)活動(dòng)產(chǎn)生了許多機(jī)密文件。作為收尾過(guò)程的組成部分,項(xiàng)目經(jīng)理應(yīng)該做什么?
One project is designed to design new government agency services, and all of its deliverables have been accepted.The design activity produced a lot of confidential documents. What should project managers do as part of the closing process?

• ?A ：將文件添加到公司知識(shí)庫(kù)以供將來(lái)參考 Add the document to the corporate knowledge base repository for future reference

• ?B ： 參閱合同中有關(guān)處理機(jī)密材料的政策 Refer to the contract's policy on handing confidential material

• ?C ：從項(xiàng)目管理辦公室(PMO)獲得有關(guān)如何銷毀機(jī)密材料的指示 Obtain instructions from the project management office(PMO)on how to destroy confidential material

• ?D ：按照PMO保留政策歸檔項(xiàng)目文件 Archive the project document per the PMO retention policy

正確答案：B?你的答案：C

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P128 章節(jié)：4.7.3.4 組織過(guò)程資產(chǎn)更新：項(xiàng)目經(jīng)理應(yīng)該回顧以往的階段文件，確認(rèn)范圍過(guò)程（見(jiàn) 5.5 節(jié)）所產(chǎn)生的客戶驗(yàn)收文件，以及合同協(xié)議（如果有的話），以確保在達(dá)到全部項(xiàng)目要求之后才正式關(guān)閉項(xiàng)目。 機(jī)密文件的處理，需要審查合同中的要求，以確保正式關(guān)閉項(xiàng)目。

?復(fù)盤：

8. 一家咨詢公司主張，由于項(xiàng)目經(jīng)理要求的報(bào)告不包含在原始范圍內(nèi)，所以會(huì)產(chǎn)生額外費(fèi)用，項(xiàng)目經(jīng)理應(yīng)該怎么做？
A consulting firm claims that because the report required by the project manager is not included in the original scope, additional costs will be incurred. What should the project manager do?

• ?A ：報(bào)告發(fā)起人并審查項(xiàng)目范圍，工作說(shuō)明書(shū)和項(xiàng)目管理計(jì)劃 Report it to the sponsor and review project scope, statement of work(SOW) and project management plan

• ?B ：接受該主張，然后更新范圍，工作說(shuō)明書(shū)和工作分解結(jié)構(gòu) Accept the claim, and then update the scope, statement of work(SOW)and work breakdown structure (WBS)

• ?C ： 審查采購(gòu)管理計(jì)劃，查詢合同報(bào)告和合同 Review the procurement management plan and query the contract report and contract

• ?D ：與該咨詢公司開(kāi)會(huì)，協(xié)商需要完成的額外工作，并提出變更請(qǐng)求 Meet with the consulting company to negotiate additional work that needs to be completed and make a change request

正確答案：C?你的答案：D

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P489 章節(jié)：12.2.3.2 協(xié)議可包括（但不限于）： · 采購(gòu)工作說(shuō)明書(shū)或主要的可交付成果； · 進(jìn)度計(jì)劃、里程碑，或進(jìn)度計(jì)劃中規(guī)定的日期； · 績(jī)效報(bào)告； · 定價(jià)和支付條款； · 檢查、質(zhì)量和驗(yàn)收標(biāo)準(zhǔn)； 范圍有歧義，查看合同中對(duì)可交付成果的定義。

?復(fù)盤：

9.一個(gè)期限很短的項(xiàng)目關(guān)鍵相關(guān)方希望避免質(zhì)量控制。項(xiàng)目經(jīng)理知道必須提供最低質(zhì)量水平。項(xiàng)目經(jīng)理應(yīng)當(dāng)使用什么工具或技術(shù)？
Key stakeholders on a shout-deadline project want to avoid quality control. The project manager knows that a minimum level of quality must be provided. What tool or technique should the project manager use?

• ?A ：標(biāo)桿對(duì)照 Benchmarking

• ?B ：統(tǒng)計(jì)抽樣 Statistical sampling

• ?C ：實(shí)驗(yàn)設(shè)計(jì) Design of experiments

• ?D ： 成本效益分析 Cost-benefit analysis

正確答案：D?你的答案：A

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P282 章節(jié)：8.1.2.3 成本效益分析：成本效益分析可幫助項(xiàng)目經(jīng)理確定規(guī)劃的質(zhì)量活動(dòng)是否有效利用了成本。 相關(guān)方不想在控制質(zhì)量上花錢，有可能導(dǎo)致大的返工或召回成本，要使用成本效益分析說(shuō)服相關(guān)方。

?復(fù)盤：

10.你剛剛被分配到一個(gè)即將到來(lái)的敏捷項(xiàng)目中。作為項(xiàng)目前期工作的一部分，你要審查組織關(guān)于合規(guī)性的所有政策和程序。你意識(shí)到其中只有一些可能適用于你的項(xiàng)目。首先你應(yīng)該做什么？
You have just been assigned to an upcoming agile project. As part of pre-project work, you review all of the organization's policies and procedures regarding compliance. You realize that only some of them may be applicable to your project. What should you do first?

• ?A ：將項(xiàng)目管理方法從敏捷切換到傳統(tǒng) Switch the project management approach from agile to traditional

• ?B ：將所有合規(guī)政策和程序納入實(shí)施戰(zhàn)略 Incorporate all compliance policies and procedures in the implementation strategy

• ?C ：確保合規(guī)活動(dòng)包含在項(xiàng)目進(jìn)度基準(zhǔn)中 Ensure compliance activities are included in the project schedule baseline

• ?D ： 對(duì)合規(guī)性分類進(jìn)行分類以確定項(xiàng)目資源的支出 Classify the compliance categories to determine the expenditure of project resources

正確答案：D?你的答案：B

解析：知識(shí)點(diǎn)出處：敏捷實(shí)踐指南 頁(yè)碼：P35 章節(jié)：4.2.1.2 消除組織障礙：仆人式領(lǐng)導(dǎo)還應(yīng)該關(guān)注其他冗長(zhǎng)的過(guò)程，這些過(guò)程往往造成瓶頸問(wèn)題，阻礙團(tuán)隊(duì)或組織的敏捷性。可能需要處理的過(guò)程或部門的例子包括，財(cái)務(wù)部門、變更控制委員會(huì)或?qū)徲?jì)部門。 合規(guī)性一般都會(huì)成為敏捷項(xiàng)目的障礙，因此要消除這些障礙，只做必要的工作。

?復(fù)盤：

11.項(xiàng)目經(jīng)理正在制定質(zhì)量管理計(jì)劃。為了解決質(zhì)量相關(guān)問(wèn)題，公司希望在計(jì)劃-實(shí)施-檢查-行動(dòng)(PDCA)周期中使用七個(gè)基本質(zhì)量工具。應(yīng)將哪個(gè)工具包含在內(nèi)？
A project manager is developing the quality management plan. To solve quality-related problems, the company wants to use the seven basic quality tools in the plan-do-check-act (PDCA) cycle. What tool should be included?

• ?A ：實(shí)驗(yàn)設(shè)計(jì) Design of experiments

• ?B ：成本效益分析 Cost-benefit analysis

• ?C ：標(biāo)桿對(duì)照 Benchmarking

• ?D ： 因果圖 Cause-and-effect diagrams

正確答案：D?你的答案：C

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P293 章節(jié)：8.2.2.4 因果圖：因果圖，又稱“魚(yú)骨圖”、“why-why分析圖”和“石川圖”，將問(wèn)題陳述的原因分解為離散的分支，有助于識(shí)別問(wèn)題的主要原因或根本原因。 尋找根本原因的，就選因果圖、石川圖、魚(yú)骨圖。

?復(fù)盤：

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12.一個(gè)設(shè)計(jì)團(tuán)隊(duì)被分配開(kāi)發(fā)一項(xiàng)新技術(shù)，讓公司能夠符合新的政府規(guī)定，應(yīng)該用什么來(lái)收集產(chǎn)品設(shè)計(jì)屬性？
A design team was assigned to develop a new technology. To allow the company to comply with new government regulations, what should be used to collect product design attributes?

• ?A ：控制圖 Control chart

• ?B ：需求跟蹤矩陣 Requirements traceability matrix

• ?C ：工作分解結(jié)構(gòu)（WBS） Work breakdown structure (WBS)

• ?D ：親和圖 Affinity diagram

正確答案：B?你的答案：D

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P149 章節(jié)：5.2.3.2 需求跟蹤矩陣：應(yīng)在需求跟蹤矩陣中記錄每個(gè)需求的相關(guān)屬性，這些屬性有助于明確每個(gè)需求的關(guān)鍵信息。 請(qǐng)注意題目問(wèn)的是收集產(chǎn)品設(shè)計(jì)屬性，不是收集需求，因此D不對(duì)。

?復(fù)盤：

13.項(xiàng)目經(jīng)理安排一次迭代審查，并了解到一些關(guān)鍵相關(guān)方不同意已開(kāi)發(fā)功能的方法。為了解決這個(gè)問(wèn)題，項(xiàng)目經(jīng)理首先應(yīng)該做什么？
The project manager schedules an iteration review and learns that a few key stakeholders do not approve of how a feature has been developed. What should the project manager do first in order to address this issue?

• ?A ：邀請(qǐng)項(xiàng)目團(tuán)隊(duì)成員參加頭腦風(fēng)暴會(huì)議，以確定適當(dāng)?shù)膽?yīng)對(duì)策略。 Invite project team members to a brainstorming session to identify an appropriate response.

• ?B ： 只有在評(píng)估這些相關(guān)方關(guān)心的原因之后才能解決這個(gè)問(wèn)題。 Address the issue only after evaluating why these stakeholders are concerned.

• ?C ：通過(guò)列出對(duì)情況的贊成和反對(duì)來(lái)確定沖突的影響。 Determine the impact of the conflict by listing the pros and cons of the situation.

• ?D ：要求項(xiàng)目發(fā)起人作為中立方與那些不滿意的相關(guān)方進(jìn)行談判。 Ask the project sponsor to act as a neutral party in negotiation with those stakeholders who are dissatisfied.

正確答案：B?你的答案：A

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P527 章節(jié)：13.3.2.3 沖突管理：項(xiàng)目經(jīng)理應(yīng)提供協(xié)助，促成滿意的解決方案，采用直接和合作的方式，盡早并且通常在私下處理沖突。 要先分析原因，再討論措施，因此先B再A。

?復(fù)盤：

14.項(xiàng)目經(jīng)理正在制定最終的項(xiàng)目計(jì)劃，在對(duì)以往項(xiàng)目進(jìn)行歷史數(shù)據(jù)回顧的過(guò)程發(fā)現(xiàn)相關(guān)方對(duì)于大部分的項(xiàng)目最終報(bào)告是不滿意的，項(xiàng)目經(jīng)理應(yīng)該如何防止這種情況再次發(fā)生？
The project manager is developing the final project plan. During the process of reviewing the historical data of previous projects, he or she found that the stakeholders were not satisfied with most of the final reports of the project. How can the project manager prevent this from happening again?

• ?A ： 制定相關(guān)方參與計(jì)劃 Develop stakeholder management plan

• ?B ：與相關(guān)方協(xié)助處理沖突解決 Assist stakeholders in conflict resolution

• ?C ：頭腦風(fēng)暴尋找更好的報(bào)告方法 Conduct brainstorming for better reporting methods

• ?D ：修改相關(guān)方參與計(jì)劃 Revise stakeholder management plan

正確答案：A?你的答案：C

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P522 章節(jié)：13.2.3.1 相關(guān)方參與計(jì)劃：是項(xiàng)目管理計(jì)劃的組成部分。它確定用于促進(jìn)相關(guān)方有效參與決策和執(zhí)行的策略和行動(dòng)。相關(guān)方參與計(jì)劃可包括（但不限于）調(diào)動(dòng)個(gè)人或相關(guān)方參與的特定策略或方法。 之前大部分相關(guān)方不滿意是因?yàn)闆](méi)制定相關(guān)方參與計(jì)劃，因此本項(xiàng)目要制定。

?復(fù)盤：

15.在執(zhí)行一個(gè)幾乎落后于進(jìn)度的項(xiàng)目時(shí)，項(xiàng)目經(jīng)理必須試運(yùn)行一臺(tái)新設(shè)備。一個(gè)會(huì)被該項(xiàng)目影響的當(dāng)?shù)亟M織要求立即停止項(xiàng)目，因?yàn)闆](méi)有向他們提供批準(zhǔn)項(xiàng)目的機(jī)會(huì)。若要避免這個(gè)問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該事先做什么？
While executing a project that is lagging behind the schedule, the project manager must try a new device. A local organization that will be affected by the project required an immediate stop of the project because there was no opportunity for them to approve the project. To avoid this problem, what should the project manager do in advance?

• ?A ：使用沖突管理技術(shù) Use conflict management technology

• ?B ：獲得所有相關(guān)方簽署和批準(zhǔn)項(xiàng)目章程 Get all stakeholders to sign and approve the project charter

• ?C ：使用談判和影響技巧和技能 Use negotiation and influence skills

• ?D ： 實(shí)施相關(guān)方參與計(jì)劃 Implement stakeholder engagement plan

正確答案：D?你的答案：B

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P522 章節(jié)：13.2.3.1 相關(guān)方參與計(jì)劃：是項(xiàng)目管理計(jì)劃的組成部分。它確定用于促進(jìn)相關(guān)方有效參與決策和執(zhí)行的策略和行動(dòng)。相關(guān)方參與計(jì)劃可包括（但不限于）調(diào)動(dòng)個(gè)人或相關(guān)方參與的特定策略或方法。 相關(guān)方的參與策略在相關(guān)方參與計(jì)劃里，問(wèn)事先做什么，找計(jì)劃。

?復(fù)盤：

16.你正在管理一個(gè)項(xiàng)目團(tuán)隊(duì)，該團(tuán)隊(duì)最新新增來(lái)自另一個(gè)國(guó)家的成員。他們的角色已經(jīng)被概述為初步的團(tuán)隊(duì)章程。然而，你已經(jīng)注意到團(tuán)隊(duì)中相當(dāng)缺乏對(duì)文化差異的接受，這導(dǎo)致了頻繁的沖突。 以下哪一種技巧可以在這種情況下幫助你?(選擇三個(gè)）
You are managing a project team that has recently been expanded by new team members working remotely from another country. Their roles have been outlined to form a preliminary team charter. Nevertheless, you have noticed a considerable lack of acceptance of cultural differences in the team, resulting in frequent conflicts. Which of the following techniques could help you in this situation? (Choose three)

• ?A ： 焦點(diǎn)小組 Focus groups

• ?B ：角色定義 Role definition

• ?C ： 基本規(guī)則 Ground rules

• ?D ：能力測(cè)試 Ability tests

• ?E ： 會(huì)議 Meetings

正確答案：A,C,E?你的答案：B,C,D

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P336 章節(jié)：9.4 建設(shè)團(tuán)隊(duì)：建設(shè)團(tuán)隊(duì)是提高工作能力，促進(jìn)團(tuán)隊(duì)成員互動(dòng)，改善團(tuán)隊(duì)整體氛圍，以提高項(xiàng)目績(jī)效的 過(guò)程。 本過(guò)程的主要作用是，改進(jìn)團(tuán)隊(duì)協(xié)作、增強(qiáng)人際關(guān)系技能、激勵(lì)員工、減少摩擦以及提升整體項(xiàng)目績(jī)效。 B和D非PMBOK中的正式工具。

?復(fù)盤：

17.一個(gè)項(xiàng)目涉及位于全球各地的團(tuán)隊(duì)成員，產(chǎn)生了許多不同意見(jiàn)，新項(xiàng)目經(jīng)理通過(guò)成功協(xié)助團(tuán)隊(duì)協(xié)作和問(wèn)題解決提高生產(chǎn)力。項(xiàng)目經(jīng)理使用的是什么工具或技術(shù)？
A project involves team members from all over the world and has generated many different opinions. The new project manager increases productivity by successfully assisting teamwork and problem solving. What tool or technology should the project manager use?

• ?A ： 沖突管理 Conflict management

• ?B ：溝通模型 Communication model

• ?C ：整體決策技術(shù) Overall decision-making techniques

• ?D ：虛擬團(tuán)隊(duì) Virtual team

正確答案：A?你的答案：D

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P349 章節(jié)：9.5.2.1 合作/解決問(wèn)題: 綜合考慮不同的觀點(diǎn)和意見(jiàn)，采用合作的態(tài)度和開(kāi)放式對(duì)話引導(dǎo)各方達(dá)成共識(shí)和承諾，這種方法可以帶來(lái)雙贏局面。

?復(fù)盤：

18.項(xiàng)目經(jīng)理希望將項(xiàng)目目標(biāo)傳達(dá)給團(tuán)隊(duì),獲得他們的承諾,并說(shuō)明每個(gè)相關(guān)方的角色與職責(zé)。若要完成這些工作，項(xiàng)目經(jīng)理應(yīng)該做什么?
A project manager wants to communicate project objectives to the team, gain their commitment,and explain the roles and responsibilities of each stakeholder.What should the project manager do to accomplish this?

• ?A ：開(kāi)展團(tuán)隊(duì)建設(shè)活動(dòng) Conduct team-building activities

• ?B ： 召開(kāi)團(tuán)隊(duì)開(kāi)工大會(huì) Hold a team kick-off meeting

• ?C ：制定基本規(guī)則,并告知團(tuán)隊(duì),讓團(tuán)隊(duì)了解期望 Set ground roles for circulation to the team so that expectations are understood

• ?D ：要求團(tuán)隊(duì)查閱項(xiàng)目管理計(jì)劃,以了解項(xiàng)目 Ask the team to review the project management plan to gain an understanding of the project

正確答案：B?你的答案：C

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P86 章節(jié)：4.2.2.4 Kick-off 會(huì)議：項(xiàng)目開(kāi)工會(huì)議通常意味著規(guī)劃階段結(jié)束和執(zhí)行階段開(kāi)始，旨在傳達(dá)項(xiàng)目目標(biāo)、獲得團(tuán)隊(duì)對(duì)項(xiàng)目的承諾，以及闡明每個(gè)相關(guān)方的角色和職責(zé)。 開(kāi)工會(huì)議，完成自上而下的傳達(dá)與自下而上的承諾。

?復(fù)盤：

19.意料之外的技術(shù)問(wèn)題需要添加三個(gè)新的項(xiàng)目資源。現(xiàn)有團(tuán)隊(duì)表現(xiàn)良好，但由于沒(méi)有跟團(tuán)隊(duì)新資源分享關(guān)鍵信息，導(dǎo)致落后于進(jìn)度。項(xiàng)目經(jīng)理應(yīng)該怎么做？
Unexpected technical problems require the addition of three new project resources. The existing project team was performing well, but now falls behind schedule since critical information not being shared by the new resources. What should the project manager do?

• ?A ：指示所有團(tuán)隊(duì)成員查看溝通管理計(jì)劃。 Direct all team members to refer to the communications management plan.

• ?B ：與新資源開(kāi)會(huì)，說(shuō)明基本規(guī)則并要求妥協(xié)。 Meet with the new resources to explain the ground rules, and request a compromise.

• ?C ：要求職能經(jīng)理指示新團(tuán)隊(duì)成員遵循相關(guān)方管理計(jì)劃。 Ask the functional managers to instruct the new team members to follow the stakeholder management plan.

• ?D ： 開(kāi)展團(tuán)隊(duì)建設(shè)活動(dòng)，鼓勵(lì)人際關(guān)系紐帶 Conduct team building activities to encourage interpersonal bonds.

正確答案：D?你的答案：A

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P341 章節(jié)：9.4.2.4 團(tuán)隊(duì)建設(shè)：團(tuán)隊(duì)建設(shè)是通過(guò)舉辦各種活動(dòng)，強(qiáng)化團(tuán)隊(duì)的社交關(guān)系，打造積極合作的工作環(huán)境。 不與新團(tuán)隊(duì)成員分享信息，說(shuō)明工作關(guān)系還沒(méi)到位。

?復(fù)盤：

20.在六次迭代之后，項(xiàng)目范圍和進(jìn)度發(fā)生了重大變化。其原因在于客戶的定期審查的技術(shù)法規(guī)和安全政策。項(xiàng)目經(jīng)理希望為下一次迭代提出一種新的方法以避免可能的延遲。項(xiàng)目經(jīng)理首先應(yīng)該做什么？
After six iterations, significant variations have occurred to project scope and schedule. These are due to the customer's technology regulations and security policies, which are regularly reviewed. The project manager wants to suggest a new approach to the next iteration to avoid possible delays. What should the project manager do first?

• ?A ： 對(duì)每個(gè)改進(jìn)項(xiàng)目的重要性進(jìn)行排序，然后實(shí)施上次回顧中確定的行動(dòng)。 Rank the importance of each improvement item, then implement actions identified during the last retrospective.

• ?B ：進(jìn)行成本效益分析，以幫助預(yù)測(cè)下一階段通過(guò)使用新技術(shù)可能實(shí)現(xiàn)的利潤(rùn)。 Engage in a cost-benefit analysis that can help predict the profits that could be realized through the use of new technology for the next phase.

• ?C ：研究在類似項(xiàng)目中取得成功的新技術(shù)趨勢(shì)和管理工具。 Research new technology trends and management tools that have been successful on similar projects.

• ?D ：使用待辦事項(xiàng)列表的細(xì)化會(huì)議，并將客戶的變更請(qǐng)求包括在討論中。 Use a backlog refinement meeting and include the customer's change requests in the discussion.

正確答案：A?你的答案：D

解析：知識(shí)點(diǎn)出處：敏捷實(shí)踐指南 頁(yè)碼：P51 章節(jié)：5.2.1 回顧 來(lái)自團(tuán)隊(duì)的一位促進(jìn)者引導(dǎo)團(tuán)隊(duì)通過(guò)一個(gè)活動(dòng)對(duì)所有改進(jìn)事項(xiàng)的重要性進(jìn)行排序。完成對(duì)改進(jìn)事項(xiàng)的排序后，團(tuán)隊(duì)為下一次迭代選擇合適的數(shù)量。

?復(fù)盤：

21.某天晚上下班的時(shí)候，由于司機(jī)休假，你們公司的 CEO 不得不自己開(kāi)車。但是他怎么也找不到出樓的路，加上他本來(lái)已經(jīng)比較疲憊了，所以他感到非常惱火。第二天就找人要改善本樓的出入系統(tǒng)，以方便大家進(jìn)出。而你正是這個(gè)出入系統(tǒng)的項(xiàng)目經(jīng)理，你決定用流程圖來(lái)做什么事情？
After a long and frustrating day, your company CEO found himself circling the attendant’s booth at the adjacent parking garage in a futile attempt to find his way out of the building (his limousine driver had taken the day off). He approached the building manager the next day and said he would have his staff design an improved system for vehicle egress and ingress. You are the project manager for this project. What did you decide to do with the flowchart?

• ?A ： 幫助分析問(wèn)題是如何出現(xiàn)的 Help analyze how problems occur

• ?B ：表明任務(wù)之間的依賴關(guān)系 Show dependencies between tasks

• ?C ：說(shuō)明一個(gè)流程的結(jié)果 Show the results of a process

• ?D ：預(yù)測(cè)未來(lái)成果 Forecast future outcomes

正確答案：A?你的答案：C

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P293 章節(jié)：8.2.2.4 流程圖 見(jiàn) 8.1.2.5 節(jié)。流程圖展示了引發(fā)缺陷的一系列步驟。

?復(fù)盤：

22.一個(gè)組織建立了一個(gè)控制型項(xiàng)目管理辦公室 （PMO）。PMO 的首要任務(wù)是更新組織中的項(xiàng)目合規(guī)性準(zhǔn)則。PMO 可以強(qiáng)制執(zhí)行以下哪一項(xiàng)？（選擇三個(gè)）
An organization has established a controlling project management office (PMO). The first task of the PMO is to update the guidelines for project compliance in the organization. Which of the following could the PMO enforce? (Choose three)

• ?A ： 特定項(xiàng)目管理方法的使用 Use of particular project management methodologies

• ?B ： 采用特定的模板、表單和工具 Adoption of specific templates, forms, and tools

• ?C ：遵守當(dāng)?shù)匦l(wèi)生法規(guī) Adherence to local health regulations

• ?D ： 與治理框架保持一致 Conformance to governance frameworks

• ?E ：項(xiàng)目管理辦公室指派的項(xiàng)目經(jīng)理 Assignment of project managers by the PMO

• ?F ：發(fā)放管理儲(chǔ)備 Release of management reserves

正確答案：A,B,D?你的答案：A,B,E

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P48 章節(jié)：2.4.4.3 項(xiàng)目管理辦公室：控制型PMO不僅提供支持，而且通過(guò)各種手段要求項(xiàng)目服從 · 采用項(xiàng)目管理框架或方法論 · 使用特定的模板、格式、工具 · 服從治理

?復(fù)盤：

23.在一次會(huì)議上，產(chǎn)品負(fù)責(zé)人重申了產(chǎn)品愿景，描述了目標(biāo)用戶組，業(yè)務(wù)目標(biāo)，以及敏捷項(xiàng)目即將發(fā)布的主要功能。隨后，為了直觀地描述這些功能，產(chǎn)品負(fù)責(zé)人創(chuàng)建了產(chǎn)品路線圖。以下哪項(xiàng)最能描述會(huì)議目的？
During a meeting, the product owner restated the product vision, described the target user groups, the business goals, and main features to be delivered by the agile project in its upcoming releases. Then, to visually depict these features, the product owner created the product roadmap. Which of the following best describes the purpose of the meeting?

• ?A ： 在項(xiàng)目相關(guān)方之間建立共享的項(xiàng)目愿景 Establish a shared project vision among the project stakeholders

• ?B ：為每個(gè)即將發(fā)布的版本創(chuàng)建產(chǎn)品待辦事項(xiàng)列表 Create the product backlog for each one of the upcoming releases

• ?C ：在項(xiàng)目相關(guān)方之間建立共享發(fā)布愿景 Establish a shared release vision among the project stakeholders

• ?D ：確定項(xiàng)目范圍、進(jìn)度、成本、質(zhì)量和資源 Determine the project scope, schedule, cost, quality, and resources

正確答案：A?你的答案：C

解析：知識(shí)點(diǎn)出處：敏捷實(shí)踐指南 頁(yè)碼：P49 章節(jié)：5.1 敏捷項(xiàng)目章程 · 我們?yōu)槭裁匆鲞@個(gè)項(xiàng)目？這是項(xiàng)目愿景。 · 誰(shuí)會(huì)從中受益？如何受益？這可能是項(xiàng)目愿景和/或項(xiàng)目目標(biāo)的一部分。 · 對(duì)此項(xiàng)目而言，達(dá)到哪些條件才意味著項(xiàng)目完成？這些是項(xiàng)目的發(fā)布標(biāo)準(zhǔn)。 · 我們將怎樣合作？這說(shuō)明預(yù)期的工作流。 這題注意項(xiàng)目愿景的作用

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24.一位來(lái)自傳統(tǒng)項(xiàng)目管理組織的項(xiàng)目經(jīng)理被分配到正在進(jìn)行的項(xiàng)目中。最近，該組織開(kāi)始在其項(xiàng)目中使用敏捷方法。項(xiàng)目經(jīng)理聽(tīng)說(shuō)有些團(tuán)隊(duì)成員感覺(jué)缺少關(guān)鍵主題的專業(yè)知識(shí)，并且團(tuán)隊(duì)內(nèi)部協(xié)作不足。項(xiàng)目經(jīng)理應(yīng)該如何回應(yīng)這些團(tuán)隊(duì)成員的擔(dān)憂？
A Project Manager from a traditional project management organization is assigned to an ongoing project. Recently, the organization has started to use agile methodologies in its projects. The Project Manager hears that some team members feel like key subject matter expertise is missing and there is insufficient collaboration within the team. How should the Project Manager respond to these team members' concerns?

• ?A ：聘請(qǐng)第三方專家來(lái)填補(bǔ)知識(shí)空白 Employ third-party specialists to fill the knowledge gap

• ?B ：通過(guò)請(qǐng)求向發(fā)起人添加額外資源 Add additional resources via a request to the sponsor

• ?C ： 添加跨職能的內(nèi)部資源 Add cross-functional internal resources

• ?D ：在可能的情況下，修改甘特圖到看板面板 Where possible, modify Gantt charts to Kanban boards

正確答案：C?你的答案：A

解析：知識(shí)點(diǎn)出處：敏捷實(shí)踐指南 頁(yè)碼：P42 章節(jié)：4.3.3 通才型專家：敏捷團(tuán)隊(duì)是跨職能的，但其人員往往不會(huì)一開(kāi)始就做到這樣。不過(guò)，許多成功的敏捷團(tuán)隊(duì)都由通才型專家組成，他們也稱為 T 型人才。 這意味著這些團(tuán)隊(duì)成員在具備一項(xiàng)擅長(zhǎng)的專業(yè)化技能的同時(shí)，還擁有多種技能的工作經(jīng)驗(yàn)，而不是單一的專業(yè)化。 T型、通才型、跨職能型人才是敏捷團(tuán)隊(duì)成員的重要特點(diǎn)。

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25.項(xiàng)目發(fā)起人希望減少質(zhì)量保證時(shí)間來(lái)縮短進(jìn)度，項(xiàng)目經(jīng)理應(yīng)該怎么做？
The project sponsor wants to reduce the quality assurance time to shorten the schedule. What should the project manager do?

• ?A ：減少質(zhì)量保證時(shí)間 Reduce quality assurance time

• ?B ： 執(zhí)行質(zhì)量成本（CoQ）分析 Execute Cost of Quality (CoQ) analysis

• ?C ：告訴發(fā)起人項(xiàng)目管理計(jì)劃中關(guān)于質(zhì)量保證（QA）的部分 Tell the sponsor about the quality assurance (QA) part in the project management plan

• ?D ：與質(zhì)量保證團(tuán)隊(duì)一起進(jìn)行時(shí)間估算 Estimate time with the quality assurance team

正確答案：B?你的答案：C

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P282 章節(jié)：8.1.2.3 質(zhì)量成本: · 預(yù)防成本。預(yù)防特定項(xiàng)目的產(chǎn)品、可交付成果或服務(wù)質(zhì)量低劣所帶來(lái)的相關(guān)成本。 · 評(píng)估成本。評(píng)估、測(cè)量、審計(jì)和測(cè)試特定項(xiàng)目的產(chǎn)品、可交付成果或服務(wù)所帶來(lái)的相關(guān)成本。 · 失敗成本（內(nèi)部/外部）。因產(chǎn)品、可交付成果或服務(wù)與相關(guān)方需求或期望不一致而導(dǎo)致的相關(guān)成本。 減少質(zhì)量保證時(shí)間，需要進(jìn)行質(zhì)量成本分析。

?復(fù)盤：

26.在迭代的中途，敏捷團(tuán)隊(duì)遇到了一個(gè)小的技術(shù)問(wèn)題。其中一位團(tuán)隊(duì)成員回憶說(shuō)，敏捷教練從她過(guò)去作為高級(jí)開(kāi)發(fā)人員的經(jīng)驗(yàn)來(lái)看，是這個(gè)領(lǐng)域的專家。團(tuán)隊(duì)要求教練幫助解決這個(gè)問(wèn)題。敏捷教練首先應(yīng)該做什么？
Midway into an iteration, an agile team faces a minor technical issue. One of the team members recalls that the agile coach is an expert in the field from her past experience as a senior developer. The team requests that the coach help resolve the issue. What should the agile coach do first?

• ?A ： 讓團(tuán)隊(duì)解決問(wèn)題 Let the team resolve the issue

• ?B ：幫助團(tuán)隊(duì)解決問(wèn)題 Help the team resolve the issue

• ?C ：為團(tuán)隊(duì)解決問(wèn)題 Resolve the issue for the team

• ?D ：咨詢產(chǎn)品負(fù)責(zé)人 Consult with the product owner

正確答案：A?你的答案：B

解析：知識(shí)點(diǎn)出處：敏捷實(shí)踐指南 頁(yè)碼：P35 章節(jié)：4.2.1.1 仆人式領(lǐng)導(dǎo)的促進(jìn)作用:促進(jìn)者將幫助每個(gè)人各盡所能地思考和工作。促進(jìn)者鼓勵(lì)團(tuán)隊(duì)參與、理解，并對(duì)團(tuán)隊(duì)輸出共同承擔(dān)責(zé)任。促進(jìn)者幫助團(tuán)隊(duì)創(chuàng)建可接受的解決方案。 問(wèn)題比較小，讓團(tuán)隊(duì)自己解決，可以促進(jìn)他們的技術(shù)能力和協(xié)作能力。

?復(fù)盤：

27.在項(xiàng)目執(zhí)行過(guò)程中，一位相關(guān)方要求一名團(tuán)隊(duì)成員執(zhí)行與項(xiàng)目無(wú)關(guān)的緊急任務(wù)，團(tuán)隊(duì)成員執(zhí)行了該請(qǐng)求，導(dǎo)致其項(xiàng)目相關(guān)活動(dòng)延后，項(xiàng)目經(jīng)理在一次狀態(tài)報(bào)告會(huì)上得知這一情況，項(xiàng)目經(jīng)理應(yīng)該怎么做？
In the execution of the project, a stakeholder required a team member to perform emergency tasks that were unrelated to the project. The team member executed the request, resulting in delays in project-related activities. The project manager learned this at a status report meeting. What should the project manager do?

• ?A ：要求該團(tuán)隊(duì)成員加班去彌補(bǔ)損失的時(shí)間 Ask the team member to work overtime to make up for the loss

• ?B ：通知相關(guān)方預(yù)期交付期限無(wú)法滿足 Notify the stakeholder that the expected delivery deadline cannot be met

• ?C ：強(qiáng)調(diào)遵循溝通管理計(jì)劃的重要性 Emphasize the importance of following the communication management plan

• ?D ： 建議重新規(guī)劃項(xiàng)目活動(dòng) Recommend to re-plan project activities

正確答案：D?你的答案：C

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P229 章節(jié)：6.6.3.3 變更請(qǐng)求:通過(guò)分析進(jìn)度偏差，審查進(jìn)展報(bào)告、績(jī)效測(cè)量結(jié)果和項(xiàng)目范圍或進(jìn)度調(diào)整情況，可能會(huì)對(duì)進(jìn)度基準(zhǔn)、范圍基準(zhǔn)和/或項(xiàng)目管理計(jì)劃的其他組成部分提出變更請(qǐng)求。應(yīng)該通過(guò)實(shí)施整體變更控制過(guò)程（見(jiàn) 4.6 節(jié)）對(duì)變更請(qǐng)求進(jìn)行審查和處理。預(yù)防措施可包括推薦的變更，以消除或降低不利進(jìn)度偏差的發(fā)生概率。 進(jìn)度已經(jīng)延遲，需要提出變更請(qǐng)求，重新規(guī)劃活動(dòng)

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28.已經(jīng)批準(zhǔn)了項(xiàng)目章程，并且項(xiàng)目經(jīng)理已經(jīng)完成了識(shí)別相關(guān)方過(guò)程。在項(xiàng)目計(jì)劃開(kāi)始之前，項(xiàng)目經(jīng)理應(yīng)該做什么？
A project charter has been approved, and the project manager has just completed the Identify Stakeholders process. Before project planning begins, what should the project manager do?

• ?A ：進(jìn)行相關(guān)方分析 Conduct stakeholder analysis

• ?B ：召開(kāi)項(xiàng)目啟動(dòng)會(huì)議 Hold a project kick-off meeting

• ?C ： 向主要相關(guān)方通知已批準(zhǔn)項(xiàng)目章程 Inform the key stakeholders of the approved project charter

• ?D ：執(zhí)行規(guī)劃相關(guān)方參與過(guò)程 Perform the Plan Stakeholder Engagement process

正確答案：C?你的答案：B

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P80 章節(jié)：4.1.2.4 會(huì)議:在本過(guò)程中，與關(guān)鍵相關(guān)方舉行會(huì)議的目的是識(shí)別項(xiàng)目目標(biāo)、成功標(biāo)準(zhǔn)、主要可交付成果、高層級(jí)需求、總體里程碑和其他概述信息。 排除法：A、相關(guān)分析已經(jīng)完成 B、在規(guī)劃后開(kāi)工會(huì)議 D、規(guī)劃的第一步不是這個(gè)過(guò)程

?復(fù)盤：

29.項(xiàng)目經(jīng)理注意到，盡管項(xiàng)目管理計(jì)劃有關(guān)于如何與供應(yīng)商共享項(xiàng)目信息的具體指示，但有些供應(yīng)商并沒(méi)有收到項(xiàng)目溝通。造成這個(gè)問(wèn)題的最可能的原因是什么？
It comes to the attention of the project manager that some of the vendors do not receive project communications, although the project management plan has specific instructions as to how project information should be shared with vendors. What might be the most likely reason that has caused this issue?

• ?A ：忽略將供應(yīng)商包括在項(xiàng)目溝通登記冊(cè)中 Neglecting to include vendors in the project communications register

• ?B ：沒(méi)有問(wèn)題；供應(yīng)商不應(yīng)接收項(xiàng)目溝通 There is no issue; vendors are not supposed to receive project communications

• ?C ：忘記執(zhí)行制定項(xiàng)目管理計(jì)劃過(guò)程 Forgetting to perform the Develop Project Management Plan process

• ?D ： 未能在識(shí)別相關(guān)方過(guò)程中審查協(xié)議 Failing to review the agreements as part of the Identify Stakeholders process

正確答案：D?你的答案：A

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P510 章節(jié)：13.1.1.5 協(xié)議:協(xié)議的各方都是項(xiàng)目相關(guān)方，還可涉及其他相關(guān)方。 A錯(cuò)誤在于沒(méi)有“溝通登記冊(cè)”這個(gè)概念。

?復(fù)盤：

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30. 相關(guān)方稱一個(gè)可交付成果中遺漏一項(xiàng)功能，之前的任何討論中都沒(méi)有提及該項(xiàng)功能，也不在驗(yàn)收標(biāo)準(zhǔn)中，然而相關(guān)方卻堅(jiān)稱這項(xiàng)功能是必須的，可以充分利用該可交付成果。項(xiàng)目經(jīng)理應(yīng)該怎么做？
Stakeholders claimed that a function was missed in the deliverables, but this function was not mentioned in any of the previous discussions or was not in the acceptance criteria. However, stakeholders insisted that this function was necessary and the deliverables could be fully utilized. What should the project manager do?

• ?A ：實(shí)施該可交付成果并為遺漏的功能提交變更請(qǐng)求 Implement the deliverables and submit a change request for the missing function

• ?B ：實(shí)施該可交付成果并開(kāi)始遺漏功能的工作 Implement the deliverables and begin to work on the missing function

• ?C ： 推遲實(shí)施該可交付成果并為遺漏的功能提交變更請(qǐng)求 Postpone the implementation of the deliverables and submit a change request for the missing function

• ?D ：推遲實(shí)施該可交付成果并開(kāi)始遺漏功能的工作 Postpone the implementation of the deliverables and begin to work on the missing function

正確答案：C?你的答案：A

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P166 章節(jié)：5.5.3.3 變更請(qǐng)求 對(duì)已經(jīng)完成但未通過(guò)正式驗(yàn)收的可交付成果及其未通過(guò)驗(yàn)收的原因，應(yīng)該記錄在案。可能需要針對(duì)這些可交付成果提出變更請(qǐng)求，開(kāi)展缺陷補(bǔ)救。 客戶不驗(yàn)收，只能推遲實(shí)施，再提交變更

?復(fù)盤：

31.在一個(gè)高層管理會(huì)議上，定義了組織戰(zhàn)略目標(biāo)。其中一個(gè)目標(biāo)是通過(guò)進(jìn)入本地區(qū)內(nèi)的一個(gè)細(xì)分市場(chǎng)提高 8%的銷售組合。一名項(xiàng)目經(jīng)理被任命管理這個(gè)項(xiàng)目。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？
At a senior management meeting, strategic organizational goals are defined. One of the goals is to increase the 8% sales mix by entering a market segment in the local area. A project manager was appointed to manage the project. What should the project manager do next?

• ?A ： 執(zhí)行成本效益分析。 Implementation cost-benefit analysis

• ?B ：召開(kāi)焦點(diǎn)小組會(huì)議收集市場(chǎng)調(diào)研。 Hold focus group meeting to collect market research

• ?C ：執(zhí)行相關(guān)方分析。 Perform related party analysis

• ?D ：查閱組織過(guò)程資產(chǎn)。 Review organization process assets

正確答案：A?你的答案：D

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P77 章節(jié)：4.1.1.1 商業(yè)論證:經(jīng)批準(zhǔn)的商業(yè)論證或類似文件是最常用于制定項(xiàng)目章程的商業(yè)文件。商業(yè)論證從商業(yè)視角描述必要的信息，并且據(jù)此決定項(xiàng)目的期望結(jié)果是否值得所需投資。 商業(yè)論證包括： 商業(yè)需求 成本效益分析

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32.如果任務(wù)B有12天的自由時(shí)差，而且有24天的總時(shí)差。假設(shè)其最早開(kāi)始日期被推遲26天，那么項(xiàng)目的完工日期將會(huì)受到什么影響？
If the Free Float of task B. is 12 days and the Total Float is 24days.Suppose that the very beginning date is postponed for 26 days, what effects would be made for the program's completed date?

• ?A ：該任務(wù)將不再位于關(guān)鍵路徑上 this task would not be located superior to the critical path

• ?B ：緊后活動(dòng)的開(kāi)始日期將被延后14天 the beginning date of the immediately following schedule activities would be postponed 14 days

• ?C ： 項(xiàng)目的完工日期將會(huì)延后2天 the completed date of the program would be postponed 2 days

• ?D ：B和C B&C

正確答案：C?你的答案：B

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P210 章節(jié)：6.5.2.2 關(guān)鍵路徑法：關(guān)鍵路徑法用于在進(jìn)度模型中估算項(xiàng)目最短工期，確定邏輯網(wǎng)絡(luò)路徑的進(jìn)度靈活性大小。 題目問(wèn)題是對(duì)完工日期的影響。且B的話，應(yīng)該是緊后活動(dòng)的最早開(kāi)始日期。

?復(fù)盤：

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33.你領(lǐng)導(dǎo)的項(xiàng)目應(yīng)該升級(jí)你們公司在臺(tái)式電腦和移動(dòng)設(shè)備上開(kāi)發(fā)的應(yīng)用程序。上周，一家主要電子產(chǎn)品供應(yīng)商出人意料地發(fā)布了一款新的移動(dòng)設(shè)備。你意識(shí)到，只需稍加修改，你的應(yīng)用程序就可以在新設(shè)備上運(yùn)行得更快、更安全。對(duì)于這個(gè)機(jī)會(huì)，你接下來(lái)應(yīng)該做什么？
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 ：創(chuàng)建成本預(yù)測(cè)并將其傳達(dá)給相關(guān)方 Create a cost forecast and communicate it to stakeholders

• ?B ： 提交變更請(qǐng)求以修改應(yīng)用程序 Submit a change request to modify the application

• ?C ：考慮到意外工作，更新項(xiàng)目資金要求 Update project funding requirements in consideration for the unexpected work

• ?D ：對(duì)適當(dāng)?shù)膬?chǔ)備金金額進(jìn)行偏差分析 Conduct variance analysis for an appropriate reserve amount

正確答案：B?你的答案：D

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P444 章節(jié)：11.5.2.5 開(kāi)拓：如果組織想確保把握住高優(yōu)先級(jí)的機(jī)會(huì)，就可以選擇開(kāi)拓策略。此策略將特定機(jī)會(huì)的出現(xiàn)概率提高到100%，確保其肯定出現(xiàn)，從而獲得與其相關(guān)的收益。 發(fā)現(xiàn)了一個(gè)機(jī)會(huì)，通過(guò)變更開(kāi)拓這個(gè)機(jī)會(huì)。

?復(fù)盤：

34.在執(zhí)行管道項(xiàng)目的過(guò)程中，管道施工承包商提出：使用某種更高級(jí)的材料，不改變項(xiàng)目工期和成本目標(biāo)，在此項(xiàng)改變得到批準(zhǔn)后，應(yīng)該更新哪個(gè)文件？
During the pipeline project execution, the pipeline construction contractor proposes using certain higher-grade material without changing the project duration and cost target. After such change is approved, which document should be updated?

• ?A ： 采購(gòu)工作說(shuō)明書(shū) Purchasing specifications

• ?B ：合同工作分解結(jié)構(gòu) Contract WBS

• ?C ：質(zhì)量管理計(jì)劃 Quality management plan

• ?D ：過(guò)程改進(jìn)計(jì)劃 Process improvement plan

正確答案：A?你的答案：C

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P499 章節(jié)：12.3.3.3 采購(gòu)文檔更新：采購(gòu)文檔更新可包括用于支持合同的全部進(jìn)度計(jì)劃、已提出但未批準(zhǔn)的合同變更，以及已批準(zhǔn)的變更請(qǐng)求。采購(gòu)文檔還包括由賣方編制的技術(shù)文件，以及其他工作績(jī)效信息，例如，可交付成果的狀況、賣方績(jī)效報(bào)告和擔(dān)保、財(cái)務(wù)文件（包括發(fā)票和支付記錄），以及與合同相關(guān)的檢查結(jié)果。 采購(gòu)工作說(shuō)明書(shū)中包含了質(zhì)量要求和規(guī)格。后面做為采購(gòu)文檔需要更新。

?復(fù)盤：

35.一項(xiàng)目經(jīng)理剛剛為一 387,000 美元的工程項(xiàng)目編制完風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃。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 ：確定項(xiàng)目總體的風(fēng)險(xiǎn)級(jí)別 Determine the overall risk rating of the project.

• ?B ：開(kāi)始分析項(xiàng)目圖紙上出現(xiàn)的問(wèn)題 Begin to analyze the risks that show up in the project drawings.

• ?C ： 在項(xiàng)目的工作分解結(jié)構(gòu)中增加工作包 Add work packages to the project work breakdown structure.

• ?D ：重估項(xiàng)目風(fēng)險(xiǎn) Hold a project risk reassessment.

正確答案：C?你的答案：A

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P447 章節(jié)：11.5.3.2 項(xiàng)目管理計(jì)劃更新：范圍基準(zhǔn)。見(jiàn)5.4.3.1節(jié)。如果商定的風(fēng)險(xiǎn)應(yīng)對(duì)策略導(dǎo)致了范圍變更，且這種變更已經(jīng)獲得批準(zhǔn)，那么就要對(duì)范圍基準(zhǔn)做出相應(yīng)的變更。 所采用的應(yīng)對(duì)措施要更新到范圍基準(zhǔn)里面去。

?復(fù)盤：

36.你是一位scrum master，領(lǐng)導(dǎo)著一個(gè)敏捷項(xiàng)目團(tuán)隊(duì)，一直在滿足每次迭代設(shè)定的目標(biāo)。產(chǎn)品負(fù)責(zé)人對(duì)團(tuán)隊(duì)的進(jìn)展感到滿意，并且績(jī)效測(cè)量基準(zhǔn)沒(méi)有顯示出任何偏差。然而，你會(huì)覺(jué)得團(tuán)隊(duì)中有一個(gè)成員的效率比其他成員低。在這種情況下，你最合適的反饋方法是什么？
You are a scrum master leading an agile project team that has been consistently meeting the goals set for each iteration. The product owner is pleased with the team's progress, and the performance measurement baseline shows no deviations. However, you feel that one team member is less productive than the others. What is the most appropriate feedback approach for you to take in this situation?

• ?A ： 允許項(xiàng)目團(tuán)隊(duì)成員在認(rèn)為有必要時(shí)解決問(wèn)題 Allow the project team members to address the issue if they deem necessary

• ?B ：指導(dǎo)表現(xiàn)不佳的團(tuán)隊(duì)成員多工作一小時(shí)，以縮小差距 Direct the underperforming team member to work extra hours to bridge the gap

• ?C ：在即將到來(lái)的迭代回顧中找出團(tuán)隊(duì)成員的低生產(chǎn)率 Call out the team member's low productivity at the upcoming iteration retrospective

• ?D ：從下次迭代起為團(tuán)隊(duì)成員分配最簡(jiǎn)單的用戶故事 From the next iteration onward, assign the team member the easiest user stories

正確答案：A?你的答案：C

解析：知識(shí)點(diǎn)出處：敏捷實(shí)踐指南 頁(yè)碼：P35 章節(jié)：4.2.1.1 仆人式領(lǐng)導(dǎo)的促進(jìn)作用：促進(jìn)者將幫助每個(gè)人各盡所能地思考和工作。促進(jìn)者鼓勵(lì)團(tuán)隊(duì)參與、理解，并對(duì)團(tuán)隊(duì)輸出共同承擔(dān)責(zé)任。促進(jìn)者幫助團(tuán)隊(duì)創(chuàng)建可接受的解決方案。 讓團(tuán)隊(duì)自己解決，可以促進(jìn)他們的技術(shù)能力和協(xié)作能力。

?復(fù)盤：

37.當(dāng)信息發(fā)送者和信息接收者怎樣溝通時(shí)，溝通通常會(huì)得到提高。
Communications are often enhanced when the sender the receiver.

• ?A ：信息發(fā)送者是信息接收者的下屬 The message sender is a subordinate of the message receiver

• ?B ：信息發(fā)送者使用更多肢體語(yǔ)言 uses more physical movements when talking to

• ?C ：信息發(fā)送者慢慢的說(shuō)話 talks slowly to

• ?D ： 信息發(fā)送者對(duì)信息接收者表示關(guān)心 shows concern for the perspective of

正確答案：D?你的答案：B

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P372 章節(jié)：10.1.2.4 溝通模型： 作為溝通過(guò)程的一部分，發(fā)送方負(fù)責(zé)信息的傳遞，確保信息的清晰性和完整性，并確認(rèn)信息已被正確理解； 接收方負(fù)責(zé)確保完整地接收信息，正確地理解信息，并需要告知已收到或作出適當(dāng)?shù)幕貞?yīng)。 發(fā)送方要確保對(duì)方接收，且信息被正確理解。

?復(fù)盤：

38.項(xiàng)目團(tuán)隊(duì)成員擔(dān)心一項(xiàng)批準(zhǔn)的變更請(qǐng)求會(huì)增加范圍，延長(zhǎng)時(shí)間線，但是卻不增加預(yù)算。項(xiàng)目經(jīng)理應(yīng)該怎么做？
Project team members are concerned that an approved change request might expend the scope, delay the timeline, but does not include the additional budget. What should the project manager do?

• ?A ： 尋求可選替代方案，在現(xiàn)有預(yù)算范圍內(nèi)管理工作 Look for alternatives to manage work within the existing budget

• ?B ：要求管理層增加預(yù)算 Ask management for a budget increase

• ?C ：激勵(lì)團(tuán)隊(duì)面對(duì)挑戰(zhàn) Motivate the team to meet the challenge

• ?D ：拒絕批準(zhǔn)的變更請(qǐng)求 Reject the approved change request

正確答案：A?你的答案：C

解析：

解析：《PMBOK》第6版113頁(yè)，4.6-實(shí)施整體變更控制。絕對(duì)理想化的項(xiàng)目是不存在的，不僅幾乎難以見(jiàn)到可以按照計(jì)劃順利執(zhí)行結(jié)束項(xiàng)目（項(xiàng)目的特點(diǎn)就導(dǎo)致了不確定性的存在），在項(xiàng)目實(shí)施期間對(duì)項(xiàng)目的調(diào)整、變更也不會(huì)是一蹴而就、一步到位的，最為常見(jiàn)的狀態(tài)是通過(guò)一項(xiàng)變更來(lái)解決所遇到的執(zhí)行問(wèn)題，但是這一項(xiàng)變更往往會(huì)引發(fā)新的問(wèn)題，只是相對(duì)原來(lái)的問(wèn)題，新問(wèn)題更能被人接受而已。所以，從情景來(lái)看，變更請(qǐng)求被批準(zhǔn)，說(shuō)明變更的影響已經(jīng)獲得了相關(guān)方的認(rèn)可，可以去實(shí)施，否則不會(huì)通過(guò)變更決策流程的審批。如果某些相關(guān)方、某些團(tuán)隊(duì)成員對(duì)增加范圍、延長(zhǎng)時(shí)間線存有疑慮，可以通過(guò)提交新的變更請(qǐng)求來(lái)進(jìn)行糾正，所以選項(xiàng)A正確。選項(xiàng)B，是否申請(qǐng)預(yù)算，要在新的變更請(qǐng)求中體現(xiàn)，單從目前情景描述沒(méi)有看到已經(jīng)提起了新的變更請(qǐng)求。選項(xiàng)C，激勵(lì)團(tuán)隊(duì)面對(duì)挑戰(zhàn)這個(gè)選項(xiàng)給大家形成了干擾，雖然我們?cè)谥v解資源管理時(shí)提及人具有未爆發(fā)的潛能，但是這種潛能需要一個(gè)更高的目標(biāo)來(lái)激發(fā)，而且不可長(zhǎng)期持續(xù)，從情景描述沒(méi)有看到激勵(lì)團(tuán)隊(duì)成員的必要性。選項(xiàng)D，變更請(qǐng)求已經(jīng)獲得了審批，直接拒絕變更請(qǐng)求相當(dāng)于違背了項(xiàng)目的既有管理計(jì)劃，這種行為不可接受。

復(fù)盤：

?

39.受P&T建筑公司雇用，一位造價(jià)工程師為該公司在中國(guó)的首個(gè)油田的管道建設(shè)項(xiàng)目估算成本，但沒(méi)有得到任何詳細(xì)工程數(shù)據(jù)。這位工程師應(yīng)采用哪種費(fèi)用估算方法為P&T建筑公司提供初步成本預(yù)算？
A cost engineer was engaged by P&T Construction PLC to provide a cost estimate for the first oil field piping project in China without any detail engineering data. What type of cost estimate approach should the engineer use to provide an initial cost estimate to P&T Construction?

• ?A ：近似估算 Approximate estimate

• ?B ：量級(jí)估算 Order of magnitude estimate

• ?C ：限定性估算 Definitive estimate

• ?D ：可行性估算 Feasibility estimate

正確答案：B?你的答案：A

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P240 章節(jié)：7.2 粗略量級(jí)估算:在啟動(dòng)階段可得出項(xiàng)目的粗略量級(jí)估算（Rough Order of Magnitude ，ROM ），其區(qū)間為 ?25% 到 +75% ；之后，隨著信息越來(lái)越詳細(xì)，確定性估算的區(qū)間可縮小至 ?5% 到 +10%。

?復(fù)盤：

40.一個(gè)敏捷團(tuán)隊(duì)在最近的幾次迭代中加班加點(diǎn)地工作。項(xiàng)目經(jīng)理決定，從現(xiàn)在開(kāi)始，團(tuán)隊(duì)?wèi)?yīng)該保持每周40小時(shí)的工作時(shí)間。項(xiàng)目經(jīng)理做出這個(gè)決定最可能的目的是什么？
An agile team has been working overtime for the last few iterations. The project manager has decided that from now on the team should maintain a 40-hour workweek. What is the most likely reason behind the project manager's decision?

• ?A ：最大化未完成的工作量 To maximize the amount of work not done

• ?B ：最小化在進(jìn)行中的工作量 To minimize the amount of work in progress

• ?C ：頻繁交付工作軟件 To deliver working software frequently

• ?D ： 促進(jìn)可持續(xù)發(fā)展 To promote sustainable development

正確答案：D?你的答案：C

解析：知識(shí)點(diǎn)出處：敏捷實(shí)踐指南 頁(yè)碼：P9 章節(jié)：2.2 敏捷的12條原則之8：敏捷過(guò)程提倡可持續(xù)開(kāi)發(fā)。發(fā)起人、開(kāi)發(fā)人員和用戶應(yīng)該都能始終保持步調(diào)穩(wěn)定。

?復(fù)盤：

41.—家銀行正在執(zhí)行一個(gè)項(xiàng)目，在整個(gè)組織中部署新軟件。在完成項(xiàng)目的第一階段后，項(xiàng)目經(jīng)理召集所有部門的職能經(jīng)理召開(kāi)會(huì)議，以審查項(xiàng)目問(wèn)題并收集經(jīng)驗(yàn)教訓(xùn)。項(xiàng)目經(jīng)理應(yīng)該在會(huì)議期間使用什么來(lái)檢查項(xiàng)目問(wèn)題并分析經(jīng)驗(yàn)教訓(xùn)？
A bank is executing a project to deploy new software throughout the organization.After completing the first phase of the project,the project manager calls a meeting with functional managers from all departments to review project issue and capture lessons learned. What should the project manager use during the meeting to examine project issues and analyze lessons and learned?

• ?A ：頭腦風(fēng)暴 Brainstorming

• ?B ：因果分析 Cause-and-effect analysis

• ?C ：專家判斷 Expert judgment

• ?D ：散點(diǎn)圖 Scatter diagrams

正確答案：C?你的答案：B

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P126 章節(jié)：4.7.2.1 專家判斷: · 管理控制； · 審計(jì)； · 法規(guī)與采購(gòu)； · 法律法規(guī)。 這題只有專家判斷是收尾過(guò)程的工具。

?復(fù)盤：

42.項(xiàng)目經(jīng)理收到一個(gè)請(qǐng)求，向額外的項(xiàng)目相關(guān)方發(fā)送狀態(tài)報(bào)告。項(xiàng)目經(jīng)理應(yīng)該更新哪一份文件？
A project manager received a request to send the status report to the additional stakeholders. Which document should the project manager update?

• ?A ：項(xiàng)目章程 Project charter

• ?B ：變更日志 Change log

• ?C ： 溝通管理計(jì)劃 Communication management plan

• ?D ：相關(guān)方參與計(jì)劃 Stakeholder management plan

正確答案：C?你的答案：B

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P377 章節(jié)：10.1.3.1 溝通管理計(jì)劃:溝通管理計(jì)劃是項(xiàng)目管理計(jì)劃的組成部分，描述將如何規(guī)劃，結(jié)構(gòu)化、執(zhí)行與監(jiān)督項(xiàng)目溝通，以提高溝通的有效性。該計(jì)劃包括如下信息： · 相關(guān)方的溝通需求； 凡信息，找溝通

?復(fù)盤：

43.在項(xiàng)目實(shí)施期間，一些團(tuán)隊(duì)成員抱怨說(shuō)他們對(duì)項(xiàng)目可交付成果不確定。若要確保項(xiàng)目團(tuán)隊(duì)按照項(xiàng)目范圍工作，項(xiàng)目經(jīng)理應(yīng)該怎么做？
During project implementation, some team members complain that they are unsure about the project’s deliverables. What should the project manager do to ensure that the project team is working according to project scope?

• ?A ：審查執(zhí)行、負(fù)責(zé)、咨詢和知情（RACI）矩陣。 Review the responsible, accountable, consult, and inform (RACI) matrix.

• ?B ：更新溝通管理計(jì)劃，澄清期望。 Update the communications management plan to clarify

• ?C ：與團(tuán)隊(duì)分享項(xiàng)目章程。 Share the project charter with the team.

• ?D ： 將工作分解結(jié)構(gòu)（WBS）分發(fā)給團(tuán)隊(duì)。 Distribute the work breakdown structure (WBS) to the team.

正確答案：D?你的答案：C

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P157 章節(jié)：5.4 創(chuàng)建WBS:WBS是對(duì)項(xiàng)目團(tuán)隊(duì)為實(shí)現(xiàn)項(xiàng)目目標(biāo)、創(chuàng)建所需可交付成果而需要實(shí)施的全部工作范圍的層級(jí)分解。WBS 組織并定義了項(xiàng)目的總范圍，代表著經(jīng)批準(zhǔn)的當(dāng)前項(xiàng)目范圍說(shuō)明書(shū)中所規(guī)定的工作。 WBS規(guī)定了所有要做的事情，與范圍說(shuō)明書(shū)、WBS詞典共同組成了范圍基準(zhǔn)。

?復(fù)盤：

44.項(xiàng)目經(jīng)理感覺(jué)到項(xiàng)目會(huì)議的成效很差，與會(huì)者都沒(méi)做好準(zhǔn)備，無(wú)法遵照會(huì)議議程。項(xiàng)目經(jīng)理應(yīng)該怎么做來(lái)改變項(xiàng)目團(tuán)隊(duì)的態(tài)度？
The project manager feels that the project meetings are creating poor results. The offenders are not prepared and the agenda is not being followed. What should the project manager do be change the attitude of the project team?

• ?A ：首先開(kāi)始改變個(gè)人行為，更好地為下一個(gè)會(huì)議做準(zhǔn)備 Initiate changes in personal behavior first and prepare the next meetings better

• ?B ： 填寫一份關(guān)于會(huì)議文化和會(huì)議規(guī)矩的備忘錄 White a memo about meeting culture and ground rules

• ?C ：在下一次會(huì)議開(kāi)始時(shí)討論做好會(huì)議準(zhǔn)備的重要性 Discuss the importance of good preparation at the beginning of the next meeting

• ?D ：開(kāi)展較少但更為重要的會(huì)議 Conduct fewer, but more substantial meetings

正確答案：B?你的答案：C

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P319 章節(jié)：9.1.3.2 團(tuán)隊(duì)章程：團(tuán)隊(duì)章程是為團(tuán)隊(duì)創(chuàng)建團(tuán)隊(duì)價(jià)值觀、共識(shí)和工作指南的文件。團(tuán)隊(duì)章程可能包括（但不限于）： · 團(tuán)隊(duì)價(jià)值觀； · 溝通指南； · 決策標(biāo)準(zhǔn)和過(guò)程； · 沖突處理過(guò)程； · 會(huì)議指南； · 團(tuán)隊(duì)共識(shí)。 團(tuán)隊(duì)章程中有會(huì)議指南相關(guān)的內(nèi)容。

?復(fù)盤：

45.項(xiàng)目經(jīng)理正在另一個(gè)國(guó)家執(zhí)行一個(gè)IT外包項(xiàng)目。客戶抱怨說(shuō)遠(yuǎn)程團(tuán)隊(duì)沒(méi)有達(dá)到他們的質(zhì)量標(biāo)準(zhǔn)。項(xiàng)目經(jīng)理應(yīng)該查閱哪一份文件來(lái)確認(rèn)這一點(diǎn)？
A project manager is implementing an IT outsourcing project in another country. Customers complained that the remote team did not meet their quality standards. Which document should the project manager check to confirm this?

• ?A ：外包公司的質(zhì)量政策 Outsourcing company's quality policy

• ?B ：質(zhì)量控制測(cè)量結(jié)果 Quality control measurements

• ?C ：采購(gòu)工作說(shuō)明書(shū)(SOW) Procurement Statement of Work

• ?D ： 質(zhì)量管理計(jì)劃 Quality management plan

正確答案：D?你的答案：C

解析：知識(shí)點(diǎn)出處：PMBOK 6th 頁(yè)碼：P286 章節(jié)：8.1.3.1 質(zhì)量管理計(jì)劃： 質(zhì)量管理計(jì)劃包括（但不限于）以下組成部分： · 項(xiàng)目采用的質(zhì)量標(biāo)準(zhǔn)； · 項(xiàng)目的質(zhì)量目標(biāo)； · 質(zhì)量角色與職責(zé)； · 需要質(zhì)量審查的項(xiàng)目可交付成果和過(guò)程； 質(zhì)量標(biāo)準(zhǔn)在質(zhì)量管理計(jì)劃里。

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