14.敏捷–十二大原则–第1条–我们的最高目标是，通过尽早持续交付有价值的软件来满足客户的需求。–价值交付是敏捷原则的第一条。

题目要“尽早交付”，不就是选C，快速交付吗，还是重点在于“跨职能团队”，选敏捷相关的知识点D，答案是重点在于交付“价值”

41、 [单选] 某公司已选择一个跨职能团队开发创新数字产品，以推动该业务的数字转型项目。项目经理应该做什么来确保商业价值尽早交付？

A company has selected a cross-functional team to develop an innovative digital product to drive the digital transformation project for the business. What should the project manager do to ensure business value is delivered early?

A：制定详细的项目计划，并向职能经理通报延误情况。
Create a detailed project plan and escalate delays to the functional managers.

B：快速跟踪项目并密切监督任务，确保及时交付。
Fast track the project and monitor tasks closely to ensure timely delivery.

C：为团队成员创造强有力的激励，以鼓励快速交付。
Create robust incentives to the team members to encourage speedy delivery.

D：将可交付物分解为冲刺，并增量地交付价值。
Break down the deliverables into sprints and deliver value incrementally.

C D

8.质量管理–没有质量管理计划，连质量标准都不清楚。

42、 [单选] 一位项目经理正在开展一个软件开发项目。一位团队成员抱怨称，由于该项目中的任务都很简单，不需要进行质量控制。项目经理明白，将质量管理计划从项目中砍掉也有助于省钱，这对该客户非常重要。项目经理应该做什么？

A project manager is working on a software development project. A team member complains that since the project tasks are very simple, there is no reason to perform quality control. The project manager understands that removing the quality management plan from the project will also help to save money, which is important to the customer. What should the project manager do?

A：制定质量管理计划，因为质量管理与成本和进度计划管理同等重要。
Develop the quality management plan, as quality is as equally important as cost and schedule management.

B：将没有质量管理计划就开始开展项目登记为风险，并将节省的预算分配到管理储备之中。
Register starting the project without a quality management plan as a risk, and allocate the budget savings to the management reserve.

C：获得管理层的确认，团队成员拥有足够的经验，可在不进行质量控制的情况下开发软件。
Get confirmation from management that the team member has enough experience to build software without quality control.

D：让客户在接受项目可交付成果之后安排进行外部质量审计，并减少项目预算。
Ask the customer to order an external quality audit after accepting the project deliverable, and decrease the budget of the project.

C A

12.采购管理–规划采购管理的输出风险登记册–先前有问题的独家供应商，应被识别为风险，并在合同注明。

43、 [单选] 项目经理与某特定供应商有过多次合作的经验，该供应商在过去的合作中通常无法满足交付日期的要求，而它是本项目中，唯一的一家拥有项目所需特定产品和服务的供应商，项目经理在规划阶段应该怎么做？

A project manager has experience working with a specific provider that has been requested for an upcoming project. This provider often fails tomeet deliverable dates; however, it is the only company with the specific experience required forthe project. What should the project manager doduring the planning phase?

A：聘用资源以了解供应商可以提供的知识和能力。
Hire resources to obtain knowledge about the provider’s specific capabilities.

B：在合同中增加违约条款，并更新风险登记册。
Add penalty clauses to the contract and update the risk register. .

C：鼓励提供商加班而不增加项目成本。
Encourage the provider to work overtime with no additional costs to the project.

D：与经验较少的供应商签订合同，让他们有机会提供产品或服务。
Contract another provider with less experience and give them a chance to provide the deliverables.

B

12.采购管理–就验收标准，通过谈判与客户达成一致。

44、 [单选] 在确定项目管理>项目管理计划时，客户向项目经理提供了一套新的质量标准，最终产品必须遵守这些标准。项目经理应该做些什么来确保产品的顺利交付？

While finalizing project management plans, a customer provides the project manager with a new set of quality standards to which the final product must adhere. What should the project manager do to ensure a smooth delivery of the product?

A：让客户参与风险识别。
Involve the client in risk identification.

B：与客户就验收标准达成一致。
Agree with the client on acceptance criteria.

C：让客户参与绩效差距分析。
Involve the client in a performance gap analysis.

D：与客户就新的项目章程达成一致。
Agree with the client on a new project charter.

B

4.整合管理–项目管理>项目管理信息系统–PMIS 提供信息技术 (IT) 软件工具，例如进度计划软件工具、工作授权系统、配置管理系统、信息收集与发布系统，以及进入其他在线自动化系统（如公司知识库）的界面。自动收集和报告关键绩效指标（KPI）可以是本系统的一项功能。

45、 [单选] 在对某国际公司进行文档审计期间，审计人员发现，最新版本的项目进度计划还是一个月前的版本，尽管项目经理知道项目进度计划最近已经更新，项目经理本应如何处理项目文档？

During a documentation audit of an international company, it was identified that the last version of the project schedule was from one month ago even though the project manager knew it was recently updated. How should the project manager have handled documentation for the project?

A：将文档存入项目管理>项目管理信息系统（PMIS），并与适当的干系人分享。
Kept documentation in the project management information system (PMIS), and shared it with appropriate stakeholders.

B：查阅风险登记册，以确定审计的应对计划。
Reviewed the risk register to identify a response plan for the audit.

C：指派一名项目团队成员，以确保所有项目文档都得到更新。
Assigned a project team member to ensure all project documentation was updated.

D：定期更新项目管理>项目管理计划，并以安全的方式将之分享给所有干系人。
Updated the project management plan regularly and had it securely shared with all stakeholders.

C A

7.成本管理–类比估算–成本类比估算使用以往类似项目的参数值或属性来估算。项目的参数值和属性包括范围、成本、预算、持续时间和规模指标，类比估算以这些项目参数值或属性为基础来估算当前项目的同类参数或指标。–使用类比估算与之前三点估算的结果相互印证。

46、 [单选] 为了对一个新项目（该项目与去年实施的一个项目非常相似）进行估算成本，项目经理与来自先前项目的专家组开会，该专家组采用的是三点估算技术，项目经理将估算的预算提交至项目发起人，以待审批，项目发起人是公司的新人，他／她忧心忡忡，因为预算超出了预期。项目经理应该做什么？

To estimate the costs of a new project that is similar to a project that was implemented last year, the project manager meet with a group of experts from the previous project. The group uses a three point estimating technique. The project manager submits the estimated budget to the project sponsor for approval. The project sponsor, who is new to the company, is concerned because the budget exceeded their expectations. What should the project manager do?

A：运用软技能说服项目发起人批准该新的预算估算。
Use soft skills to convince the project sponsor to approve the new budget estimate.

B：回顾去年项目的历史信息和经验教训，以证明新预算估算的合理性。
Review the historical information and lessons learned from last year’s project to justify the new budget estimate.

C：将预算方法改成更准确、自下而上的成本估算。
Change the budgeting technique to a more accurate, bottom-up cost estimation.

D：审视组织流程评估，以确定是否在预算估算中考虑了应急储备。
Review the organizational process assessment to determine if a contingency reserve was considered in the budget estimate.

B

5.范围管理–需求跟踪矩阵–需求跟踪矩阵从来源链接到可交付成果；为产品范围变更提供了框架。

47、 [单选] 当客户到达项目现场时，他们发现他们的一个需求没有得到满足。项目客户怒不可遏。项目经理该怎么做？

A project’s customer is furious. When the customer arrived at the project site, they discovered that one of their requirements was not met. Whatshould the project manager do?

A：参考需求跟踪矩阵，分析需求。
Refer to the requirements traceability matrixand analyze the requirement.

B：分析收益管理计划并实施所需的变更。
Analyze the benefits management plan and implement the needed change.

C：与客户咨询范围管理计划，了解差距。
Consult the scope management plan with thecustomer to understand the gap.

D：与客户讨论并同意实施缺失的需求。
Discuss and agree with the customer to implement the missing requirement.

A

2.项目运行环境–发起人–发起人的角色非常重要：1. 快速决策；2. 获取资源。

48、 [单选] 推出新财务系统的工作已经进入执行阶段。但上月出现的很多问题正在拖慢项目的进展。一位新项目发起人最近刚刚进入公司，但还没有时间与项目经理见面。在项目现在所处阶段，这些问题正在对项目的交付产生严重影响。项目经理该如何就这些顾虑向该新项目发起人发出提醒？

The rollout of a new finance system is-in the execution phase. A number of issues have surfaced in the last month that are slowing the project down. A new project sponsor has recently started with the company but has not had time to meet the project manager. The project is at the point where the issues are significantly impacting delivery of the project. How should the project manager alert the new project sponsor about these concerns?

A：完成风险分析，概述各种延迟和影响，并通过电子邮件发送风险登记册的副本，督促项目发起人采取应对措施。
Complete a risk analysis outlining the delays and impacts, and email a copy of the risk register,urging the project sponsor to respond.

B：向项目发起人发送电子邮件，总结项目状态和主要顾虑，并请求立即与其当面会晤，讨论这些事项。
Send an email to the project sponsor summarizing the project status and key concerns, and request an immediate face-to-face meeting to discuss them.

C：向项目发起人发送电子邮件，邀请其参加项目团队的所有每周例会，并希望发起人安排时间与会。
Send an email invitation to the project sponsor to attend all of the project team’s weekly meetings, and hope the sponsor will find time to attend.

D：继续通过电子邮件发送最新的项目状态报告，重点说明主要风险和问题，并等待项目发起人提出会议请求。
Continue emailing updated project status reports highlighting the key risks and issues, and wait for the project sponsor to request a meeting.

B

4.整合管理–备选方案分析–备选方案分析用于在出现偏差时选择要执行的纠正措施或纠正措施和预防措施的组合。–遇到问题，先分析，再进一步采取措施。

49、 [单选] 项目小组已订立采购车辆和建筑服务的合同。在项目执行过程中，项目团队得知车辆供应商无法交付车辆。没有足够的时间在不耽误项目的情况下找到新的供应商。项目经理应该采取什么行动来采购车辆？

A project team has established contracts for purchasing vehicles and construction services. In the middle of project execution, the team learns that the vehicle supplier cannot deliver the vehicles. There is not enough time to find a new supplier without delaying the project. Which action should the project manager take to procure the vehicles?

A：要求技术团队修改需求，即使这需要额外的预算。
Ask the technical team to revise the requirements, even if it requires extra budget.

B：安排与客户的会议，要求额外的时间寻找新的供应商。
Arrange a meeting with the client to request additional time to find a new supplier.

C：审查现有的服务合约，寻找协助采购车辆的方案。
Review the existing service contracts to find an option to help procure the vehicles.

D：从其他供应商采购车辆，并将变更报告给变更控制委员会。
Procure the vehicles from another supplier and report the change to the change control board (CCB) later.

C

4.整合管理–根本原因分析–根本原因分析关注识别问题的主要原因，它可用于识别出现偏差的原因以及项目经理为达成项目目标应重点关注的领域。–先B再A。先对情况进行分析，发现产生误解的根本原因。再对所有的干系人调研以达成共识。

13.干系人管理–干系人分析–题干关键词“干系人信息(权力、角色、利益、关系、态度、影响……)、识别完干系人、某干系人抵制项目”。

50、 [单选] 项目经理难以使项目需求获批，因为项目干系人之间存在意见分歧，这一问题正导致项目进度计划面临风险。项目经理首先该做什么来促使项目需求获批？

The project manager is having difficulty obtaining approval of the project requirements because there is disagreement among the project stakeholders. This issue is putting the project schedule at risk. What should the project manager do first to facilitate the approval of project requirements?

A：进行干系人分析。Perform a stakeholder analysis.

B：识别分歧的缘由。Identify the source of the disagreement.

C：举办团队建设活动。Hold a team-building event.

D：查阅项目章程。Review the project charter.

B