高頻錯題（16）
1、 [單選] 項目經理被任命管理一個現(xiàn)有項目，需要了解項目可交付成果，項目經理應該參考下列哪一份文件？
A project manager is assigned to an existing project and needs to understand the project deliverables. The project manager should refer to which of the following?
A：項目章程
Project charter
B：項目需求規(guī)范
Project requirements specification
C：項目范圍說明書
Project scope statement
D：項目進度表
Project schedule
正確答案：C 你的答案：A
解析：參考答案：C。 解析：PMBOK（6）P151-5.3.3.1項目范圍說明書包括了產品范圍描述、驗收標準、可交付成果、除外責任、制約因素和假設條件。

2、 [單選] 與供應商簽訂合同，開發(fā)一個對公司整體市場份額至關重要的軟件包。在交付軟件后，一位相關方通知項目經理需求未得到滿足。若要避免這個問題，項目經理應該事先做什么？
A vendor contracted to develop a software packages that is key to company’s overall market share.Upon delivery of the software, a stakeholder inform the project manager that requirements were unmet. What should the project manager have done to prevent this?
A：將該供應商包含在需求開發(fā)中，并讓他們簽署需求文件
Included the vendor in the requirements development and made them sign the requirements document
B：根據采購管理計劃監(jiān)控供應商的活動
Monitor the vendor’s activities according to the purchasing management plan
C：聘請資源在內部生產產品，以確保完全控制輸出
Hired resources to produce the product internally to ensure complete control of the output
D：為供應商的公司分配一名人員，以確保在整個開發(fā)過程中遵循需求
Assigned a resource to the vendor's company to ensure that requirements were followed throughout the development
正確答案：B 你的答案：A
解析：pmbok p492 控制采購。供應商交付的結果不符合要求，屬于控制采購沒有做好導致，B屬于控制采購工作。

3、 [單選] 在施工現(xiàn)場可被驗收之前，正為一個關鍵項目活動尋求獲得當地主管部門的批準，項目經理在為項目制定進度計劃時應該做什么？
A key project activity is to seek approval from local authorities before a construction site can be accepted .What should the project manager do when scheduling the project?
A：避免將該活動放在關鍵路徑上
Avoid putting the activity on the critical path.
B：執(zhí)行確定和整合依賴關系
Perform dependency determination and integration.
C：獲得專家判斷
Obtain expert judgment.
D：在風險登記冊中添加一個新風險
Add a new risk to the risk register.
正確答案：B 你的答案：D
解析：參考答案：B 解析：PMBOK（6）P191-6.3.2.2關鍵活動需要當地政府批準，這描述的是外部依賴關系,B對應。

4、 [單選] 在為一個有預算限制的項目生成狀態(tài)報告時，項目經理發(fā)現(xiàn)該項目比進度計劃落后一周。若要將項目拉回正軌，項目經理應該怎么做？
While generating the status report for a budget-constrained project, the project manager identifies that the project is one week behind schedule. What should the project manager do to bring the project back on track?
A：重新分配關鍵路徑活動的團隊成員
Reallocate team members on critical-path activities.
B：向項目發(fā)起人要求額外的時間
Request additional time from the project sponsor.
C：請求項目管理辦公室(PMO)增加團隊成員。
Ask the project management office (PMO) for additional team members.
D：執(zhí)行資源優(yōu)化
Perform resource optimization.
正確答案：A 你的答案：D
解析：參考答案：A 解析：時間不夠，要趕工或進度壓縮。D選項，資源平衡的工期會變長，資源平滑工期不變。

5、 [單選] 項目經理正在為一個新項目制定項目進度計劃，根據項目經理的經驗，該項目需要兩年才能完成。然而，公司總監(jiān)要求該項目在18個月內完成。項目經理應該怎么做？
A project manager has prepared project schedule for a new project. According to the project manager’s experience, the project will take two years to complete. However, the company director requests that the project is to be completed in 18 months. What should the project manager do?
A：根據總監(jiān)的要求修訂項目進度計劃
Revise the project schedule based on the director’s request.
B：使用資源平衡，來平均項目團隊成員的任務
Use resource leveling to even out project team member tasks.
C：減少項目范圍以滿足修訂的項目進度計劃
Reduce the project scope to meet the revised project schedule.
D：保持項目進度計劃不變，但顯示這種變更對其他制約因素的影響
Keep the project schedule unchanged, but show the impact this change would have on other constraints.
正確答案：A 你的答案：C
解析：參考答案：A 解析：PMBOK（6）P207-6.5.1.2制定進度計劃-項目文件-假設日志。記錄的假設條件和制約因素可能造成影響項目進度的單個風險等。

6、 [單選] 在一個IT基礎設施設備項目的執(zhí)行階段，IT經理要求提供比預算中最初包含的服務器更昂貴的服務器，項目經理應該怎么做？
During the execution phase of an IT infrastructure project,the IT manager requests a more expensive server than the one that was initially included in the budget.What should the project manager do?
A：執(zhí)行風險評估
Conduct a risk assessment
B：提出變更請求
Initiate a change request
C：在范圍說明書中核實該請求
Validate the request with a scope statement
D：批準該請求
Approve the request
正確答案：B 你的答案：C
解析：說明解析：PMBOK（6）P113-4.6實施整體變更控制。比預算更貴的服務器變更了預算，提出變更請求，按照變更控制流程去獲得批準。選項A：題目非常明確，如果滿足IT經理的要求將超出預算，無需執(zhí)行風險評估，是變更問題。 選項C：預算增加在范圍說明書中看不到預算內容，應該合適成本基準。選項D：在沒有經過變更控制獲得批準之前，項目經理無權批準超出預算的變更。

7、 [單選] 一個項目遇到困難,且項目狀態(tài)報告到期。但是,項目發(fā)起人正在休假。項目經理應該做什么?
A project is experiencing difficulties and the project status report is due.However,the project sponsor is on leave.What should the project manager do?
A：要求團隊成員直接將項目進度傳達給他們的業(yè)務聯(lián)系人
Ask team members to directly communicate the project's progress to theirbusiness contact
B：將狀態(tài)報告發(fā)送到項目管理辦公室(PMO),并要求PMO經理分發(fā)摘要
Send the status report to the project management office(PMO),and ask the PMO manager to distribute a summary.
C：按計劃發(fā)送狀態(tài)報告
Send the status report as planned
D：暫停分發(fā)狀態(tài)報告,直到項目發(fā)起人休假回來
Hold distribution of the status report until the project sponsor returns.
正確答案：C 你的答案：B
解析：項目狀態(tài)報告（績效報告之一）不僅僅發(fā)給發(fā)起人，發(fā)起人休假也要正常發(fā)布。
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原文鏈接：https://blog.csdn.net/weixin_40039983/article/details/108405385