A project team member fails to complete timesheets in accordance with the communication management plan. The team member has no valid reason for this. What should the project manager do?
A.Escalate it to the sponsor.
B.Evaluate the impact on the project schedule.
C.Remind the team member of the need to follow correct procedure.
D.Delegate another team member to complete the timesheets.
一名项目团队成员未能按照沟通管理计划完成时间表。该团队成员没有这么做的正当理由。项目经理应该怎么做？
A.将问题上报给发起人
B.评估对项目进度计划的影响
C.提醒该团队成员需要遵循正确的程序
D.委派另一名团队成员完成时间表
参考答案： B
试题解析：
团队成员未能按照沟通管理计划完成时间表，而且他没有这么做的理由，首先评估影响，选择B。
C这里的程序只能预防未来，现在题目重点是当前这个问题要先分析解决
The project manager asks the risk manager to conduct a monthly quantitative risk analysis. What should the risk manager present?
A.Monte Carlo cumulative char
B.Risk reassessment
C.Probability and impact matrix
D.Identified risks with probability and impact ratings
项目经理要求风险经理开展每月的定量风险分析。风险经理应该提交什么？
A.蒙特卡洛累积图
B.风险重新评估
C.概率和影响矩阵
D.根据概率和影响等级来识别风险
参考答案： A
试题解析：定量风险分析，包括敏感性分析（输出龙卷风图）、预期货币价值分析和模拟（输出A），选择A
B是监督风险用的，C来自风险管理计划，在定性分析风险使用，D在识别风险时使用
An experienced project manager identifies an issue before reaching a major development milestone.The project manager takes appropriate action,and is able to solve the issue on time.Two weeks later,the sponsor notifies the project manager that the client a penalty process fee.What should the project manager have done to avoid this?
A.Initiated a change request
B.Updated the issue log
C.Informed the client
D.Update the risk log
一位经验丰富的项目经理在到达一个重大开发里程碑之前识别到一个问题，项目经理采取相应的行动，并有能力按时解决问题。两周后，发起人通知项目经理，客户发出了处罚费。若要避免这个问题，项目经理应该事先做什么？
A.提出变更请求
B.更新问题日志
C.通知客户
D.更新风险日志
参考答案： B
试题解析：
有能力，可以解决。但是最后还是收到了客户的处罚，说明能够解决，但是最后没有解决，如果要避免这个问题，需要通过更新问题日志来确保解决。选择B最合适。
You are responsible for the management of a new product development project. The senior management has issued the project charter and approved the project plan. The project schedule and budget are very tight and the quality requirements are extremely high. In the project execution phase, the project stakeholders get to know the project progress by using the method as specified in the project communication plan. The project scope, progress, cost and quality are in line with the requirements specified in the project plan. Unexpectedly, you are told that the whole project may be cancelled because the developed product is totally unacceptable. What is the possible reason?
A.The stakeholder of a key project has not yet been identified
B.The stakeholder misunderstands the status of project execution
C.The senior management no longer supports the project
D.The project is stuck in a major technical problem
你负责管理某新产品开发项目。高级管理层已经签发项目章程，批准项目计划。项目进度和预算都十分紧张，质量要求也很高。在项目执行阶段，项目相关方一直通过项目沟通计划所规定的方法了解项目进展情况。项目的范围、进度、成本和质量都符合项目计划的要求。突然，你得知整个项目有可能被取消，因为开发的产品完全无法接受。导致这种情况的原因是什么？
A.没有识别出某个关键项目相关方
B.项目相关方误解了项目执行情况
C.高级管理层不再支持项目
D.项目遇到了技术上的重大难题
参考答案： A
试题解析：
其他都符合要求，但是项目可能被取消，四个选项中，A选项是最可能的情况，关键相关方的未识别，直接影响项目的继续与否，选择A
A new team member joins a project.The project manager is highly disciplined and expects timely participation in weekly meetings. The new member comes from an organization with a liberal culture and,out of habit is continually late for meettings.When asked why,the team member responds that they are busy working on deliverables,which they believe have priority.What should the project manager do?
A. Suspend the leam member and explain that this behavior is not permitted.
B. Meet with the team member again to explain that punctuality is crucial.
C. Ignore the behavior,as this team member is ensuring that work is not affected,
D. Highlight ground rules and influences the team so that these rules are understood and followed by all.
—位新团队成员加入一个项目。项目经理的纪律严明，并期待按时参加每周会议。这位新成员来自一个文化*的组织，习惯性参加各种会议迟到，当问到为什么迟到，该团队成员回应说他们忙于处理可交付成果，他认为应该优先处理可交付成果。项目经理应该怎么做？
A.暂停该团队成员的工作并解释这种行为是不允许的
B.再次与该团队成员会面，解释守时至关重要 C.忽略这种行为，因为这名团队成员正在确保工作不受影响 D.强调基本规则并影响团队，以便所有人都了解并遵守这些规则 参考答案： D 试题解析：关键词：项目经理纪律严明，并期待按时参加每周会议，而团队成员习惯性参加各种会议迟到。针对团队成员习惯性迟到的问题，应该强调基本规则，基本规则是指对项目团队成员的可接受行为的预期，尽早认可并遵守明确的规则，有助于减少误解，提高生产力。因此本题选择D选项。
A选项：前半句暂停该团队成员工作的做法不合适。
B选项：在实践中这种做法确实可行，但是题干强调了“习惯性”迟到，且考试中一般会选择明确考点的选项，D选项对比更加合适。
A designer for an engineering consulting company has completes the design and releases it for production. During the deliverable verification process, it is discovered that the design standard was changed, and that the produced deliverable fails to comply with it. What planning process should the project manager have implemented to avoid this issue?
A.Project Integration Management
B.Control Quality
C.Plan Scope Management
D.Plan Quality Management
一家工程咨询公司的设计师已完成设计开发并发布设计用于生产，在核实可交付成果过程中发现设计标准发生了变化，已生产的可交付成果不符合新标准。若要避免这个问题，项目经理应该事先实施哪个规划过程？（ ）
A.项目整合管理
B.控制质量
C.规划范围管理
D.规划质量管理
参考答案： C
试题解析：
关键词：设计标准发生了变化，已生产的可交付成果不符合新标准，要避免这个问题，事先做什么过程。题干问的是事先规划什么，首先要找到问题。问题是标准发生变化，后续执行过程中都不知道标准的变化，说明指南性的文件没有起作用。这是一个设计项目，设计标准，其实就是范围中的验收标准。对范围管理起指导作用的文件是范围管理计划，它是规划范围管理的输出，所以这题正确答案是C。
选项A，整合管理输出项目管理计划，虽然包含范围管理计划，但是范围更加宽泛，不是仅仅针对范围管理的指南性文件，和选项C项目，C更为准确。
选项B，控制质量是为了评估绩效，确保项目输出完整、正确且满足客户期望，而监督和记录质量管理活动执行结果的过程。题干问的是哪个规划过程，首先排除的就是B
选项D，规划质量管理是会输出质量测量指标和质量管理计划，里面是质量标准。这道题，题干是设计标准，这是设计项目，设计标准是属于范围的内容。
Due to external impacts，the project is cancelled by the steering committee at an SPI of 0.5. what should the project manager do next？
A.Perform an EVA to find whether the CV or the SV is the reason for the SPI of 0.5
B.Proceed with closure process to transfer the project’s finished and unfinished deliverables to others
C.Nothing，when the project is officially closed by the steering committee, no closure processes required.
D.Conduct a root cause analysis to find the reasons for the cancellation of the project
指导委员会因为外部影响而取消项目，此时 SPI 为 0.5。项目经理接下来应该怎么做？
A.执行 EVA，查明是 CV 还是 SV 导致 SPI 等于 0.5
B.继续收尾过程，向其他方移交项目已完工和未完工的可交付成果.
C.什么也不做，若项目由指导委员会停止或关闭则无需收尾过程
D.实施根本原因分析，查明取消项目的原因
参考答案： B
试题解析：
取消项目，正常走收尾流程，选择B。
D调查终止的原因，不应使用根本原因分析，只需要了解原因/查明原因，所以D不对。
At the project budget review meeting, the project manager said that with current budget the project could be completed at probability of 75% and explained that this was the result of a combination of risks. The sponsor asked how much additional budget would be required if the probability of completion increased to 85%? Which of the following techniques is needed to answer this question?
A.Sensitivity analysis
B.Decision tree analysis.
C.Trend analysis
D.Monte Carlo analysis.
在项目预算评审会上，项目经理说以目前的预算可以完成项目的把握是75%，并解释了这是由多种风险综合影响的结果。发起人问如果将完成的概率提高到85%，需要追加多少预算？项目经理要想回答这个问题，需要用到下面哪一种技术？
A.敏感性分析
B.决策树分析
C.趋势分析
D.蒙特卡洛分析
参考答案： D
An organization initiates a project to implement a new enterprise resource planning(ERP)system. A third has filed infringement claim against the ERP vendor on a specific module of the system. What should the project manager do if the third party’s infringement claim is successful?
A.Insist that the ERP vendor procure the rights to the module so that organization can continue to use it.
B.Ask the ERP vendor to replace the module with a comparable one at no charge,
C.Insist that the ERP vendor refund the cost of the module including all related implementation expenses.
D.Cancel the contract.
—家组织启动一个项目来实施一个新的企业资源规划(ERP)系统，一个第三方就该系统的某个具体模块对ERP供应商提了侵权索赔。如果该第三方的侵权索赔成功，项目经理应该怎么做？
A.坚称ERP供应商已获得该模块的权利,以便组织可以继续使用该模块
B.要求ERP供应商将该模块免费更换为同等相当的模块
C.坚持让ERP供应商退还该模块的成本，包括所有相关的实施费用
D.取消合同
参考答案： D
试题解析：
第三方的侵权索赔成功，意味着供应商有侵权行为，应停止和该供应商合作，即取消合同。
In the project implementation phase, due to lack of commitment, indifference to results and responsibilities, and conflicts between team members, the cost performance index (CPI) begins to decline. What should the project manager do?
A.To encourage constructive discussions, meet with the team, solve the rationality of the project objectives, and perform team performance evaluation on a regularly basis
B.To report this to the Steering Committee
C.To encourage constructive discussions, add these conflicts to the Problem Log, and document corrective actions
D. To discuss this problem with the management and colleagues and update lessons learned
在项目执行阶段，由于缺乏承诺、对结果和责任漠不关心，团队成员之间发生冲突。成本绩效指数(CPI)开始下降。项目经理应该怎么做？
A.鼓励建设性讨论，与团队开会, 解决项目目标的合理性，并定期开展团队绩效评估
B.将这种情况上报给指导委员会
C.鼓励建设性讨论，在问题日志中添加该冲突，并记录纠正措施
D.与管理层和同事讨论该问题，并更新经验教训
参考答案： A
试题解析：
团队成员之间发生冲突，项目经理要发挥主观能动性协调解决，选A。
问题日志时记录待解决的问题，不如A主动
A new member joins the team and the team's reporting structure has changed for several times. Which document should the project manager review to quickly get the new team member adapted?
A. Project Organization Chart
B. Hierarchical Resources Map
C. Responsibility Assignment Matrix (RAM)
D. Resources Control Plan
—名新成员加入团队，该团队的报告结构发生多次变更。若要快速使这位新团队成员适应，项目经理应该查阅哪一份文件？
A.项目组织图
B.层级资源图
C.责任分配矩阵(RAM)
D.资源管理计划
参考答案： A
试题解析：
团队的报告结构发生多次变更，新成员要适应应该查阅项目组织图。项目组织图：以图形方式描述一个具体项目中项目团队成员及其相互关系的文件。