10.沟通管理–沟通管理计划–沟通管理计划是项目管理计划的组成部分，描述将如何规划，结构化、执行与监督项目沟通，以提高沟通的有效性。该计划包括如下信息：干系人的沟通需求。–与干系人沟通的文件，要看沟通管理计划。

13.干系人管理–干系人参与计划与干系人登记册区分：前者包括干系人的应对策略，后者记录了干系人的基本信息。

91、 [单选] 项目经理正在领导一个项目，该项目的几位干系人来自公司其他职能部门，其中一位干系人刚刚晋升为另一个职能部门的负责人，该部门也是该项目的一个干系人，项目经理应该让项目团队更新哪些内容来确保与干系人保持适当沟通？

A project manager is leading a project with several stakeholders in other functional areas of the company. One of these stakeholders has just been promoted to lead another functional area, and remains a stakeholder for this project. What should the project manager have the project team update to ensure proper communications to stakeholders?

A：项目管理计划。
Project management plan.

B：沟通管理计划。
Communications management plan.

C：干系人参与计划。
Stakeholder engagement plan.

D：干系人登记册。
Stakeholder register.

D B

14.敏捷–仆人式领导的职责–仆人式领导通过管理关系，在团队内和组织中建立沟通与协作。这些关系可以帮助领导在组织中得心应手地为团队提供支持。这种支持有助于消除障碍，促进团队理顺过程。

92、 [单选] 新任命一名项目经理来领导一个远程工作的项目团队。项目经理决定使用一套在以前的项目中很有效的工具。然而，一些团队成员对这个计划并不满意。项目经理应该做些什么来避免这种情况呢？

A project manager is newly appointed to lead a project team that will be working remotely. The project manager decided to use a set of tools that worked well for previous projects. However, a few team members are not happy with this plan. What should the project manager have done to avoid this?

A：请求项目发起人批准购买市场上最新的协作工具。
Asked the project sponsor for approval to purchase the newest collaboration tool on the market.

B：与项目团队会面，确定他们的协作需求，并确定最有效的工具。
Met with the project team to determine their collaboration needs and identified tools that will work best.

C：允许项目团队成员在项目中使用最适合他们的工具。
Allowed the project team members to use the tools that will work best for them for this project.

D：将选择协作工具的责任委托给项目的技术负责人。
Delegated the responsibility of selecting the collaboration tools to the project’s technical leader.

B

5.范围管理–过程流程–将项目可交付成果和项目工作分解为较小的、更易于管理的组件的过程。–顺序题，顺序为A- C-B-D首先要做好计划，然后分解为任务，规划资源，最后评审计划。

93、 [单选] 高级项目经理包括初级项目经理作为项目团队的一部分。在一次辅导课程中，初级项目经理向高级项目经理询问如何提高效率，减少返工。高级项目经理应该如何回应？

A senior project manager has included a junior project manager as part of the project team. During a coaching session, the junior project manager asks the senior project manager how to be efficient and reduce rework. How should the senior project manager respond?

A：使用工作分解结构(WBS)来根据项目和资源需求创建项目时间表。
Use a work breakdown structure (WBS) to create a project schedule based on the project and resource requirements.

B：监控资源分配，确保团队成员每天工作8小时。
Monitor resource allocation to ensure that team members work 8 hours per day.

C：分配项目任务给团队，不管他们的技能如何，以完成项目时间表。
Assign project tasks to the team regardless of their skills to accomplish the project schedule.

D：安排与主要干系人的每日会议，以评估项目管理计划的有效性。
Schedule daily meetings with key stakeholders to assess the effectiveness of the project management plan.

A

8.质量管理–绩效审查–绩效审查针对实际结果，测量、比较和分析规划质量管理过程中定义的质量测量指标。

94、 [单选] 某大型水电厂开发项目正处于实施阶段，是运用混合型方法管理的。项目经理该做什么来确保在执行阶段完全符合质量要求？

A project to develop a large hydropower plant is in the implementation phase and is managed using a hybrid approach. What should the project manager do to ensure full compliance of quality requirements during the execution phase?

A：规划质量管理。Plan quality management.

B：持续审查可交付成果的质量。Continually survey the quality of the deliverable.

C：分析质量要求。Analyze the quality requirements.

D：制定质量政策和程序。Set up quality policies and procedures.

B

2.项目运行环境–价值的交付–对于其使用的开发方法支持在整个项目生命周期内发布可交付物的项目，可以在项目期间开始向业务、客户或其他干系人交付价值。–要想持续交付价值，则需要在进行产品定义时就要确定每个可交付物的价值目标。

95、 [单选] 项目经理如何制定项目管理计划，以确保项目持续交付预期效益？

How should the project manager develop the project management plan to ensure that the project continually delivers the expected benefits?

A：对每次发布进行集成测试。
Perform integration testing of each release.

B：将整个项目团队纳入测试。
Include the entire project team in testing.

C：向发起人澄清项目效益。
Clarify project benefits with the sponsor.

D：确定各个工作产品的目标。
Identify the goal of each work product.

A D

变更–变更流程–变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB

96、 [单选] 项目经理签订了一份合同，领导一个供应商团队，执行全国性的系统实施项目。项目启动后，合同签订组织宣布对系统进行变更，因为另一个独立供应商团队完成了额外工作，这导致合同发生变化，项目经理应如何处理这些变化？

A project manager signs a contract to lead a team of vendors for a nationwide system implementation project. After initiation, the contracting organization announces changes to the system, as additional work was completed by another team of independent vendor this resulted in variations to the contract. How should the project manager deal with these changes?

A：审查协议并为额外工作项开具发票
Review the agreements and invoices the additional work items

B：支持供应商团队根据初始合同实施这些变更
Support the vendor team implementing the changes as per the initial contract

C：与供应商合作，提供有关工作的专家指导和检查点
Work with the vendor to provide expert guidance and check points on the work

D：与该组织合作制定支持变更和升级上报流程的计划
Work with the organization to develop a plan that supports the change and escalation processes

D

14.敏捷–仆人式领导的促进作用–仆人式领导促进团队内部和团队之间的合作与对话。例如，仆人式领导在团队内部和团队之间帮助发现瓶颈问题，并进行相应沟通。然后，团队将解决这些瓶颈问题。此外，促进者还鼓励大家通过交互式会议、非正式对话和知识共享展开协作。

97、 [单选] 一位新资源加入了一个迭代型项目团队，项目经理注意到，该资源无法按时完成可交付成果。项目经理该如何应对这种情况？

A new resource has joined an iterative project team. The project manager notices that the resource is unable to complete the deliverables on time.How should the project manager address this situation?

A：在回顾会议上提供绩效反馈。
Provide performance feedback as part of the retrospective ceremony.

B：请求项目发起人安排一位更高效的替代资源。
Request a more efficient replacement resource from the project sponsor.

C：通过为该新团队成员提供指导，解决绩效低下的问题。
Address the lack of performance by coaching the new team member.

D：与资源经理讨论可改善绩效的方案。
Discuss options to improve performance with the resource manage.

C

2.项目运行环境–需求–需求是指为满足商业需要，某个产品、服务或结果必须达到的条件或具备的能力。需求可以是非常高层级的，例如商业论证中发现的需求，也可以非常详细，例如在系统组件的验收标准中发现的需求。–项目评估的初始都是先评估需求，然后再考虑成本、进度、风险等。

98、 [单选] 一家跨国公司的组织单位有大量的产品增强功能待办事项，这些产品增强功能是暂时保留的用户故事。待批准的预算申请在上周获得批准。作为初始程序的一部分，新指派的项目经理应该做什么？

An organization unit of a multinational corporation has a very large backing of product enhancements described as user stories on hold. The pending budget was approved last week. What should the newly assigned project manager do as part of initial procedures?

A：记录项目生命周期和方法讨论需求
Document the project life cycle and methodology requirements

B：为所有用户故事制定一份进度计划
Prepare a schedule for all user stories

C：对所有用户故事执行风险评估
Performa a risk assessment of at user stories

D：根据以前相同产品的项目分配资源
Assign resource based on previous projects for the same product

B A

4.整合管理–收尾的输入–项目管理计划–项目管理计划的所有组成部分均为本过程的输入。–未满足期望，先看是否满足需求和验收标准，然后再进行相应的沟通。

99、 [单选] 在项目收尾过程中，项目经理了解到，一项可交付成果未达到客户期望，项目经理该怎么做？

During the closing process, the project manager learns that one deliverable is not meeting customer expectations. How should the project manager proceed?

A：让客户提出包含这些信息的变更请求，以便分析和提供解决方案。
Ask the customer to issue a change request with the information to analyze and provide a solution.

B：联系项目发起人，寻求其在与客户就结束项目谈判中提供帮助。
Contact the project sponsor and ask for help in negotiating the closing of the project with the customer.

C：与客户开会，商定使双方满意的可交付成果的范围。
Meet with the customer to reach agreement on the scope of the deliverable that will satisfy both parties.

D：先审视可交付成果方面的需求，查看客户审批标准，然后相应地开展工作。
Review the deliverable requirements,check the customer approval criteria,and proceed accordingly.

A D

9.沟通管理–沟通技术–沟通技术在解决集中办公或虚拟团队的团队建设问题方面，沟通技术至关重要。它有助于为集中办公团队营造一个融洽的环境，促进虚拟团队（尤其是团队成员分散在不同时区的团队）更好地相互理解。–虚拟团队找沟通

100、 [单选] 一个项目经理正在领导一个混合项目。拥有敏捷经验的唯一可用资源并不在项目经理所在的位置。项目有严格的进度和预算，项目经理关心的是他们的交付能力。项目经理应该怎么做呢？

A project manager is leading a hybrid project. The only available resources that have experience with agile are not at the project manager’s location. The project has a strict schedule and budget, and the project manager is concerned about their ability to deliver it. What should the project manager do?

A：申请预算扩展，以获得敏捷方面的本地资源经验。
Request a budget extension to get local resources experienced in agile.

B：计划将敏捷资源暂时迁移到项目经理所在的位置。
Plan to have the agile resources temporarily relocate to the project manager’s location.

C：通过每天的视频会议与敏捷资源接触。
Engage the agile resources through video conferencing on a daily basis.

D：通知发起人，由于需要进行敏捷培训，项目将被推迟。
Advise the sponsor that the project will be delayed as agile training will be required.

C