1：项目经理完成了一个项目。组织正常要求关于绩效评审的文件以及每个完成项目的经验教训。这些属于下列哪一个过程的工具和技术？

A project manager completes a project. Organizational policies require documentation of performance reviews and lessons learned for every completed project.These are tools and techniques for which of the following processes?

A：合同收尾

Contact closes

B： 行政收尾

Administrative closure

C：绩效审计

Performance audit

D：正式验收

Formal acceptance

正确答案：B

所属知识领域：项目整合管理。

所属过程组：收尾过程组。

解析：行政收尾包括：为达到阶段或项目的完工或退出标准所必需的行动和活动；为向下一个阶段或向生产和/或运营部门移交项目的产品、服务或成果，所必需的行动和活动；为收集项目或阶段记录、审核项目成败、收集经验教训和存档项目信息（供组织未来使用）所必需的活动。

 

2：项目经理正与两名都声称对某一特定可交付成果拥有所有权的职能经理交涉。项目经理可以查阅哪一份说明该问题的文件？

A project manager deals with two functional managers that both claim ownership of a certain deliverable. What document can the project manager refer to that will clarify this issue?

A：工作分析结构

Work breakdown structure

B：需求追溯矩阵

Requirements traceability matrix

C：工作说明书

Statement of work

D：职能分析矩阵

Responsibility assignment matrix

正确答案：B

所属知识领域：项目范围管理。

所属过程组：规划过程组。

解析：项目中“权、责、利”往往是一体的，干系人对可交付成果的“所有权”产生争议，说明责任分配出了问题。最佳选择是回顾责任分配矩阵。责任分配矩阵Responsibility Assignment Matrix (RAM) 一种将项目组织分解结构与工作分解结构联系起来的结构，有助于确保项目工作范围的每个组成部分都被分配给了某个人或某个团队。

 

3：虽然项目人员对技术都比较陌生，但还是在规定的时间和预算内完成了一个新软件应用程序的开发。在安装代码过程中，他们确定在新的应用程序可被使用之前，需要对硬件的某些方面进行配置。客户显得非常沮丧和失望，因为如果要进行配置，将会造成项目的实施延误。下列哪一项有可能是发生这种情况的原因?

The development of a new software application had been completed on time and within budget although resources were new to the technology. During the code install, it was determined that certain aspects of the hardware needed to be configured before the new application could be utilized. The customer was incredibly upset and disappointed as this would cause a delay in the implementation. What could have been the cause for this situation?

A：客户未要求对硬件进行适当设置

The customer did not request the hardware to be appropriately set up.

B：硬件配置太昂贵将会导致项目超支

The hardware configuration was too expensive and would have caused the project to run over budget.

C：未充分创建工作分解结构

A work breakdown structure was not created adequately.

D：项目人员完成了三周的培训课程而不是更为全面的六周培训课程

The resources completed a three-week training course versus a more through six-week training course.

正确答案：C

所属知识领域：项目范围管理。所属过程组：规划过程组。

解析：项目中“权、责、利”往往是一体的，干系人对可交付成果的“所有权”产生争议，说明责任分配出了问题。最佳选择是回顾责任分配矩阵。

责任分配矩阵Responsibility Assignment Matrix (RAM) 一种将项目组织分解结构与工作分解结构联系起来的结构，有助于确保项目工作范围的每个组成部分都被分配给了某个人或某个团队。

 

4：项目经理管理的沥青公路项目已完工50%。项目经理原本计划到现在为止铺4000平方码的沥青。而实际上他们已经铺完了8000平方码。这项工作的估算成本为1美元/平方码，实际花费8000美元。这告诉项目经理什么信息?

The asphalt highway project that the project manager is managing is 50% complete. The PM planned on having 4,000 square yards of asphalt placed by now, but in actuality. They’ve finished placing 8,000 square yards. The estimated cost forth is work was $ 1 per square yard. The actual cost for this work is $ 8,000.What does this tell the project manager?

A：EV is 2.

EV is 2.

B：SPI is 2.

SPI is 2.

C：SPI is 0.50.

SPI is 0.50.

D：SV is 0.50

SV is 0.50

正确答案：B

解析：SPI=EV/PV=8000/4000=2

 

5：项目经理发现可交付成果的一个关键功能与客户的与最初的技术规定存在偏差，但是满足质量和法律要求。在预算和进度都有制约的情况下，一些团队成员建议保留原始设计，而另一些团队成员坚持修改设计，满足客户的需求。协商之后，最终决定是保留当前设计。项目经理下一步应该采取下列哪一项措施？

A project manager discovers a key feature of the deliverable deviates from the customer’s original specification, but meets quality and legal requirements With budget and schedule constraints team members suggest keeping the original design. White other team members insist on modifying the design to meet the customer’s requirement. After negotiation, the final decision is to keep the current design.The project manager should take which of the following actions next?

A：遵循风险响应矩阵。

Follow the risk response matrix

B：变更质量计划

Change the quality plan

C：更新范围管理计划

Update scope management plan

D：遵循变更管理程序

Follow the change management procedure

正确答案：D

所属知识领域：项目整合管理。

所属过程组：监控过程组。

解析：可交付成果与客户的要求不一致，即意味着发生了变更，必须按程序得到批准。本题与其他选项无关。

 

6：项目经理遇到了项目预算的挑战。在项目伊始，他得到了一百万美元的项目预算，这些预算分别如下：200,000美元用于材料支出;100,000 美元用于差旅;100,000 美元用于资本折旧。项目开始后，在有限的资金预算中，新的需求出现了那就是需要额外的50,000美元来支付给工人，但是项目经理不能得到额外的资金。因为项目进度十分紧张且不能延期，项目经理应该怎么做？

A project manager encounters a challenge to the budget. At the beginning of the project, they obtain budget approval of US$1 million broken down as follows.US$200,000 for material expense;US$100,000 for travel;US$100,000 for depreciation of capital.After the project starts, new requirements may incur an additional US$50,000 for labor Due to budget constraints, the project manager cannot obtain additional funds for the project.Since the project schedule is tight and cannot be delayed, what should the project manager do?

A：与项目发起人协商，继续项目之前获得足够的预算

Negotiate with the sponsor to get enough budgeted before continuing the project.

B：与项目团队协商，继续项目之前获得一份意见

Negotiate with the project team and get an advice before continuing the project.

C：要求更多的时间来交付项目

Require more time to deliver the project.

D：接受预算短缺作为一项风险，并继续项目

Accept the budget as a risk and continue the project.

正确答案：D

所属知识领域：项目风险管理，所属过程组：监控过程组。

解析：因为项目进度紧张且不能延期，故A、B继续项目之前先协商的做法不可取。C：不可能，已经说明不可延期。D：作为风险进行分析。

 

7：下列关于WBS的说法哪种是正确的?

Which of the following is correct for the WBS?

A：工作组成描述常常在工作分解结构词汇表中进行归集

Work component descriptions are often collected in a WBS dictionary.

B：工作分解结构是定义范围的输入

WBS is the input of defining scope.

C：工作分解结构最低层次是工作包而且不能再分解

The lowest level of WBS is work packages and cannot be further decomposed.

D：工作分解结构未包含的工作可能在项目范围内"

The work not being included in WBS may not be outside the scope of the project.

正确答案：A

解析：排他法。B-WBS在定义范围之后生成；C-工作包可以在定义活动过程继续分解为一系列活动；D-WBS包含且仅包含项目所必须完成的全部工作，它与范围说明书和WBS词典共同构成范围基线。

 

8：下列哪一个群体有责任提供成功质量管理所需的资源?

Which group has the responsibility to provide the resource for the quality management?

A：项目团队成员

Project team members

B：人力资源部

Human resources

C：职能型组织

Functional organization

D：管理层

Management

正确答案：D

解析：管理层提供项目所需资源，职能部门提供项目支持，项目团队对工作负责。

 

9：作为你们公司项目办公室的经理，你必须经常判定哪些项目应该得到额外的资源。你还要建议哪些项目应该启动、继续进行或取消。有利于你做出这些决策的一个方法是

As manager of your organization’s project office, you often must decide which projects will receive additional resources. You also recommend which projects should be initiated, continued, or cancelled. One way to help you make these decisions is to

A：为项目明确一个整体风险级别

Determine an overall risk ranking for the project

B：评估定量风险分析结果的趋势

Assess trends in quantitative risk analysis results

C：对各种风险和条件进行排序

Prioritize risks and conditions

D：评估风险定性分析结果的趋势

Assess trends in qualitative risk analysis results

正确答案：A

解析：PMBOK2012 中 1.4.4 - 从企业层面管理整体风险是对PMO角色的要求之一。

 

10：你是建设一个生猪养殖厂项目的经理。当地居民和环保团体反对该项目。他们已经提供了一系列数据显示厂里焚烧的内脏和猪尸体将产生有害的甚至有毒的气体，对当地居民有危害。他们威胁要将公司告上法庭。你发现你的大量时间花费在平息他们的担忧。在花费大量时间和精力之后，你说服管理层同意将项目迁至一个新的镇外的厂址。这是以下哪种风险反应的例子：

You are the project manager for the construction of a hog rendering plant. Local residents and environmental groups are opposed to this project. They have produced reams of data showing that the volume of entrails and carcasses burned at the site will cause noxious-and possibly toxic-fumes to which the residents will be exposed. They have threatened to take your company to court. You find you are spending most of your time trying to work with these groups to alleviate their concerns. After so much time and effort in these meetings, you convince management to move this project to a different site outside town. This is an example of which of the following risk responses?

A：被动接受

Passive acceptance

B：主动接受

Active acceptance

C：缓解风险

Mitigation

D：回避风险

Avoidance

正确答案：D

解析：注意：你需要明确风险是什么？是居民将公司告上法庭？是工厂产生有毒气体，危害了当地居民？

出处：PMBOK2012 中 11.5.2.1规避