1.particular stakeholder has a reputation for making manychanges on projects. What is the best approach a project manager can take atthe beginning of the project to manager this stituation?
A. Say “no” to the stakeholder a few times to make him change his habits.
B．Beginstakeholder involvement in the projects as early as possible.
C．Talk to thestakeholder’s boss to find ways to direct thestakeholder’s activities to another project.
D. Ask that the stakeholder not be included in thestakeholder listing.

1. 有一位項(xiàng)目干系人是因經(jīng)常進(jìn)行項(xiàng)目變更是出了名的。在項(xiàng)目開(kāi)始時(shí)，項(xiàng)目經(jīng)理最好是采取什么方法來(lái)管理這種情況？
A. 對(duì)這位干系人說(shuō)幾次“不”，使他改掉他的習(xí)慣
B. 盡可能早地讓這位干系參與到項(xiàng)目中
C. 和這位干系人的老板商量辦法，把他調(diào)到其他項(xiàng)目
D. 要求別把這位干系人列入干系人名單

2. Which project management process groupdefines and authorizes the project?
A. Planning
B. Monitoring and Controlling
C. Initiating
D. Executing

2. 哪個(gè)項(xiàng)目管理過(guò)程組確定并且核準(zhǔn)一個(gè)項(xiàng)目？
A. 規(guī)劃
B. 監(jiān)控
C. 啟動(dòng)
D. 執(zhí)行

3.Integration is done by:
A. Senior management
B. Project team member
C. Project management consultant
D. Project manager

3. 整合由__________來(lái)做。
A. 高級(jí)管理層
B. 項(xiàng)目隊(duì)伍成員
C. 項(xiàng)目管理顧問(wèn)
D. 項(xiàng)目經(jīng)理

4. The most important role of PM in a matrixorganization is？
A. Communication
B. Integration
C. Negotiating
D. Leadership

4. 項(xiàng)目經(jīng)理在矩陣組織中最重要的角色是？
A. 溝通
B. 整合
C. 談判
D. 領(lǐng)導(dǎo)

5.All technical work is completed on the project.Which of the following remains to be done?
A. Project budget
B. Risk management plan
C. Staff management plan
D. Lessons learned

5. 項(xiàng)目所有的技術(shù)工作都已完成，下面哪項(xiàng)是接下來(lái)要做到的？
A． 項(xiàng)目預(yù)算
B． 風(fēng)險(xiǎn)管理計(jì)劃
C． 職員管理計(jì)劃
D． 經(jīng)驗(yàn)教訓(xùn)總結(jié)

6. Which of the following is true regardingconstraints and assumptions?
A. Constraints restrict the actions of theproject team, and assumptions are considered true for planning purposes.
B. Constraints are considered true for planningpurposes, and assumptions limit the options of the project team.
C. Constraints consider vendor availability andresource availability to be true for planning purposes. Assumptions limit theproject team to work within predefined budgets or time lines.
D. Constraints and assumptions are inputs to theInitiation process. They should be documented, as they will be .used throughoutthe project Planning process.

6. 下列關(guān)于約束條件和假設(shè)條件的說(shuō)法哪項(xiàng)是正確的？
A． 約束條件限制項(xiàng)目團(tuán)隊(duì)的活動(dòng)，假設(shè)條件為計(jì)劃的目的認(rèn)為是真的
B． 約束條件為計(jì)劃的目的認(rèn)為是真的，假設(shè)條件限制項(xiàng)目團(tuán)隊(duì)的選擇
C． 約束條件為計(jì)劃的目的認(rèn)為買(mǎi)方可得性和資源可得性是真的，假設(shè)條件限制項(xiàng)目團(tuán)隊(duì)在預(yù)算與時(shí)間內(nèi)工作
D． 約束條件和假設(shè)條件是啟動(dòng)過(guò)程的輸入。應(yīng)該文檔化，并且在整個(gè)項(xiàng)目計(jì)劃過(guò)程中使用

7．While theproject is being completed, management requests a change. What is the FIRSTthing the project manager should do?
A. Comply with the request if possible
B. Obtain a complete understanding of the scopeof the change
C. Tell the customer that a change will becoming
D. Ask the team to accept the change

7. 項(xiàng)目完成的時(shí)候，管理層要求進(jìn)行個(gè)變更，項(xiàng)目經(jīng)理首先應(yīng)該做什么？
A． 如果可能完成這個(gè)要求
B． 對(duì)范圍的變更獲得完全的理解
C． 告訴客戶(hù)變更即將發(fā)生
D． 要求團(tuán)隊(duì)接受此變更

8.Procurement closeout is different with closeproject in the procurement closeout:
A. Occurs before close project
B. Is the only one to involve the customer
C. Includes the return of the project
D. May be done more that once for each contract

8. 采購(gòu)收尾不同于項(xiàng)目收尾，在于采購(gòu)收尾是：
A. 發(fā)生在項(xiàng)目收尾前
B. 是唯一有客戶(hù)參與的階段
C. 包含歸還財(cái)產(chǎn)
D. 可能在一個(gè)合同過(guò)程中進(jìn)行多次

9. All of the following are correct statementsabout a project manager except?
A. They are assigned after work performancereports are distributed
B. They have the authority to say no whennecessary
C. They manage changes and factors that createchange
D. They are held accountable for project successor failure

9. 下列都是關(guān)于項(xiàng)目經(jīng)理的正確描述，除了：
A. 他們?cè)诠ぷ骺?jī)效報(bào)告分發(fā)之后被指派到項(xiàng)目中
B．他們有在必要時(shí)說(shuō)不的權(quán)力
C．他們管理變更以及產(chǎn)生變更的因素
D. 他們對(duì)項(xiàng)目的成功或失敗負(fù)責(zé)

10. Project manager is involved in thedevelopment of the project charter.He needs to further develop project justification.Whichof the following is the best idea?
A. Interview with the sponsor
B. Collect organizational processassets,especially focus on historical information
C. Refer to the project statement of work
D. Refer to the procurement statement of work

10. 項(xiàng)目經(jīng)理參與項(xiàng)目章程的制定，他需要進(jìn)一步進(jìn)行項(xiàng)目的判斷，下列哪一項(xiàng)是最好的主意？
A. 會(huì)見(jiàn)發(fā)起人
B. 收集組織過(guò)程資產(chǎn)，特別關(guān)注歷史信息
C. 參考項(xiàng)目工作說(shuō)明書(shū)
D. 參考采購(gòu)工作說(shuō)明書(shū)

11. You are a new project manager who has nevermanaged a project before and you have been asked to plan a new project. Itwould be BEST in this situation to rely on____ during planning to improve yourchance of success.
A. Your intuition
B. Your training
C. Historical information
D. Responsibility chart

11. 你是一個(gè)新項(xiàng)目經(jīng)理，而且從來(lái)沒(méi)有管理過(guò)項(xiàng)目，你被要求策劃一個(gè)新項(xiàng)目。在規(guī)劃階段要使你增加成功的幾率，你最好靠____。
A. 你的直覺(jué)
B. 你的培訓(xùn)
C. 歷史信息
D. 職責(zé)矩陣

12. The BEST time to assign a project manager toa project is during:
A. execution.
B. closure.
C. initiation.
D. planning.

12. 分配項(xiàng)目經(jīng)理到項(xiàng)目的最佳時(shí)間是在？
A．執(zhí)行
B．收尾
C．啟動(dòng)
D．規(guī)劃

13. A project manager is trying to convincemanagement to use project management and has decided to start with a charter.Why would the charter help the project?
A. It describes the details of what needs to bedone.
B. It lists the names of all team members.
C. It gives the project manager authority.
D. It describes the project's history.

13. 項(xiàng)目經(jīng)理試圖說(shuō)服管理層啟動(dòng)項(xiàng)目時(shí)采用項(xiàng)目章程，項(xiàng)目章程的作用是什么？
A．描述了工作細(xì)節(jié)
B．列出了全部團(tuán)隊(duì)成員的名字
C．授予項(xiàng)目經(jīng)理權(quán)限
D．描述了項(xiàng)目的歷史

14. What is the purpose of the project charter?
A. To recognize and acknowledge the projectsponsor
B. To recognize and acknowledge the existence ofthe project and commit organizational resources to the project
C. To acknowledge the existence of the projectteam, project manager, and project sponsor
D. To describe the selection methods used tochoose this project over its competitors

14. 項(xiàng)目章程的目的是什么？
A． 認(rèn)可項(xiàng)目發(fā)起人
B． 認(rèn)可項(xiàng)目的存在并將組織資源分配給項(xiàng)目
C． 認(rèn)可項(xiàng)目隊(duì)伍、項(xiàng)目經(jīng)理、項(xiàng)目發(fā)起人
D． 描述選擇項(xiàng)目的方法

15. A project charter includes:
A. Precedence diagramming methods
B. Task estimates
C. Detailed resource estimates
D. High-level requirements

15. 項(xiàng)目章程包括:
A．前導(dǎo)圖法
B．任務(wù)估算
C．詳細(xì)的資源估算
D．項(xiàng)目的總體要求

16. At a minimum, the project charter should
A. Describe the responsibilities and authorityof the project manager 。
B. Discuss the risks and constraints of theproject and the plan to address those concerns
C. Designate the organizational structure of theproject
D. State the business goals of the performingorganization

16. 項(xiàng)目章程至少應(yīng)該:
A．說(shuō)明項(xiàng)目經(jīng)理責(zé)任與權(quán)限
B．討論項(xiàng)目及計(jì)劃的風(fēng)險(xiǎn)與約束條件，以明確這些問(wèn)題
C．設(shè)計(jì)項(xiàng)目組織結(jié)構(gòu)
D．明確執(zhí)行組織的商業(yè)目際

17.All of the following are characteristics ofthe project charter EXCEPT:
A. It is the document that formally authorizes aproject.
B. It is issued by a project initiator orsponsor external to the project organization, at a level that is appropriate tofunding the project.
C. It is used primarily to request bids fordifferent phases of a project.
D. It provides the project manager with theauthority to apply organizational resources to project activities.

17. 下列哪項(xiàng)不是項(xiàng)目章程的特點(diǎn)？
A. 一個(gè)正式批準(zhǔn)一個(gè)項(xiàng)目的文檔
B. 由項(xiàng)目組織以外的項(xiàng)目發(fā)起人或出資人發(fā)布，其層次根據(jù)項(xiàng)目需要
C. 用來(lái)在項(xiàng)目不同的階段請(qǐng)求標(biāo)書(shū)
D. 給項(xiàng)目經(jīng)理提供權(quán)利應(yīng)用組織資源到項(xiàng)目活動(dòng)中

18. Therequirement to complete the project in three months using only four resourcesis an example of:
A. constraints.
B. earned value analysis components.
C. benefit cost ratios.
D. law of diminishing returns.

18. 項(xiàng)目要求在三個(gè)月內(nèi)完成，而只投入4個(gè)資源，這是一個(gè)什么情況的例子？
A．制約因素
B．實(shí)現(xiàn)值分析組成
C．收益成本比率
D．收益遞減法則

19.Your company just a major new project. Itwill begin in three months and is valued at US $2 000 000.You are the projectmanager for an existing project. What is the FIRST thing you should do once youhear of the new project?
A. Ask management how the new project will useresources.
B. Resource level your project.
C. Crash your project.
D. Ask management how the new project willaffect your project.

19.你們公司剛剛贏(yíng)得一個(gè)大的新項(xiàng)目.項(xiàng)目將于三個(gè)月后開(kāi)始,價(jià)值達(dá)2百萬(wàn)美元.你是目前執(zhí)行的一個(gè)項(xiàng)目的項(xiàng)目經(jīng)理.你在聽(tīng)到這個(gè)新項(xiàng)目的時(shí)候,應(yīng)該做的第一件事情是什么?
A.詢(xún)問(wèn)管理層新項(xiàng)目將如何使用資源.
B.確定你自己的項(xiàng)目的資源水平.
C.進(jìn)行項(xiàng)目趕工.
D.詢(xún)問(wèn)管理層,新項(xiàng)目對(duì)你的項(xiàng)目將產(chǎn)生何種影響.

20. For external projects, who is responsible toprovide the project statement of work？
A. Project manager
B. Sponsor
C. Customer
D. Project management team

20. 對(duì)于外部項(xiàng)目，誰(shuí)負(fù)責(zé)提供項(xiàng)目工作說(shuō)明書(shū)
A. 項(xiàng)目經(jīng)理
B. 發(fā)起人
C. 客戶(hù)
D. 項(xiàng)目管理團(tuán)隊(duì)

21.What is the LAST thing to do in project closure?
A. Complete the lessons learned
B. Provide the client with all pertinent documentation
C. Update the archives
D. Release the team

21. 在項(xiàng)目收尾時(shí)最后應(yīng)該做的是：
A．完成經(jīng)驗(yàn)總結(jié)
B．提供給客戶(hù)所有相關(guān)的文檔
C．更新檔案
D．解散團(tuán)隊(duì)

22. Your customer asks for a small change in the project, which was not budgeted in the project. It is a small effort as compared to the total project and you need the goodwill of the customer for such a multimillion-dollar pipeline project. You will:
A. Refuse to do the work
B. Agree to do the work at no charge
C. Do the work and bill him later
D. Assess the cost and schedule impact and tell them you will decide later

22. 你的客戶(hù)要求一個(gè)小的變更，它并沒(méi)有包括在項(xiàng)目預(yù)算以?xún)?nèi)。和整個(gè)項(xiàng)目相比，這只是一個(gè)小的工作，而且對(duì)于這樣一個(gè)幾百萬(wàn)美元的管道項(xiàng)目，你需要客戶(hù)的良好信賴(lài)。你應(yīng)該：
A. 拒絕這一工作
B. 同意免費(fèi)接受這一工作
C. 做這一工作，然后開(kāi)票
D. 評(píng)估對(duì)進(jìn)度和成本的影響，告訴他們，你隨后再作決定

23. You are a member of a large government project. You know that the contract insists that all equipment be manufactured in the United States. You see a senior member of your team replacing a company etching on a piece of equipment that was made in a foreign country. You confront this person, and he says he is following the project manager’s orders. What should you do?
A. Nothing; the project manager made the decision.
B. Immediately report the violation to the government.
C. Update your resume and look for another job.
D. Talk to the project manager about the situation, and then decide what to do.

23. 你是一個(gè)大型政府項(xiàng)目的成員。你知道合同規(guī)定所有設(shè)備必須在美國(guó)生產(chǎn)。你看到團(tuán)隊(duì)中一個(gè)資深成員正在用國(guó)外生產(chǎn)的一件設(shè)備來(lái)替換銹蝕的配件。你面對(duì)這個(gè)人提出問(wèn)題，他說(shuō)他按照項(xiàng)目經(jīng)理的指令做的，你應(yīng)該：
A. 不做什么，項(xiàng)目經(jīng)理做的決策。
B. 立即向政府報(bào)告。
C. 更新你的簡(jiǎn)歷找新的工作。
D. 和項(xiàng)目經(jīng)理交流這個(gè)情況，再作決定。

24.During project closure a project sponsor complains that the project did not increase the department’s knowledge of Java programming and therefore, the project is not complete. The customer has accepted the project. The project manager determines that all stated objectives and deliverables have been met. He does not find evidence that Java programming was an objective. A review of project correspondence shows no mention of the deliverable. The project manager should:
A. begin project closure.
B. re-plan the project to include the new objective.
C. meet with the team to discuss the issue and find a resolution.
D. get the project stakeholders involved to help resolve the issue.

24. 在一個(gè)項(xiàng)目收尾階段，投資人抱怨該項(xiàng)目沒(méi)有提升部門(mén)的Java 編程知識(shí)，因此該項(xiàng)目沒(méi)有完成，但客戶(hù)已經(jīng)接受該項(xiàng)目。項(xiàng)目經(jīng)理確定所有的規(guī)定目標(biāo)和可交付成果均符合要求，沒(méi)發(fā)現(xiàn)把Java 程序設(shè)計(jì)列為項(xiàng)目目標(biāo)，回顧項(xiàng)目的相關(guān)信件表明沒(méi)有提到過(guò)這一事項(xiàng)，項(xiàng)目經(jīng)理應(yīng)該：
A．開(kāi)始項(xiàng)目收尾
B．重新規(guī)劃項(xiàng)目以包含新的目標(biāo)
C．召開(kāi)團(tuán)隊(duì)會(huì)議討論問(wèn)題并尋求解決方案
D．通過(guò)相關(guān)項(xiàng)目干系人解決問(wèn)題

25．Written change request should be required on？
A. All projects, large and small
B. Large projects
C. Projects with a formal configuration management system in place
D. Projects for which the cost of a change control system can be justified

25. 下列哪項(xiàng)要求書(shū)面的變更請(qǐng)求？
A．所有項(xiàng)目，不論大小
B．大項(xiàng)目
C．實(shí)施正規(guī)配置管理系統(tǒng)的項(xiàng)目
D．需要進(jìn)行成本變更控制系統(tǒng)的項(xiàng)目

26.Which of the following BEST describes formal acceptance of a project?
A. Substantial completion is reached.
B. Customer signoff of the product is documented.
C. Final payment is made.
D. Final deliverables are sent to the customer.

26. 下面哪項(xiàng)最好的描述了項(xiàng)目的正式接受？
A． 確實(shí)已經(jīng)完成項(xiàng)目
B． 客戶(hù)簽收項(xiàng)目產(chǎn)品的交付文檔
C． 最終付款完成
D． 最終可交付使用成果送達(dá)客戶(hù)

27. The project charter should be approved by?
A. Project manager
B. Project management office
C. Functional manager
D. Project coordinator

27. 項(xiàng)目章程由誰(shuí)批準(zhǔn)？
A. 項(xiàng)目經(jīng)理
B. PMO
C. 職能經(jīng)理
D．項(xiàng)目協(xié)調(diào)員

28. While doing resource planning for your project, you visited the functional manager of engineering many times but she refused to supply resources for the project. First, the excuse was that her department was too busy. The next time, the department was undergoing a re-organization. This is causing your project to slip the schedule. The lack of which of the following is the MOST probable reason for her lack of support?
A. Gantt chart
B. WBS
C. Project charter
D. RAM

28. 在為你的項(xiàng)目編制資源計(jì)劃時(shí)，你幾次拜訪(fǎng)工程部的職能經(jīng)理，但她拒絕提供資源，第一次借口她的部門(mén)太忙，第二次說(shuō)她的部門(mén)正在重組，這使得你的項(xiàng)目進(jìn)度要延遲。缺少下列哪一個(gè)文件，是她對(duì)你支持不夠的最可能原因？
A. 甘特圖
B. WBS
C. 項(xiàng)目章程
D. 職責(zé)分配矩陣

29.The project manager’s role during execution of the project can BEST be described as a (an):
A. Director.
B. Integrator.
C. Coordinator.
D. Leader.

29. 在項(xiàng)目執(zhí)行階段，對(duì)項(xiàng)目經(jīng)理角色最確切的描述是：
A. 指導(dǎo)者
B. 整合者
C. 協(xié)調(diào)員
D. 領(lǐng)導(dǎo)

30. When is integration performed?
A. Project planning
B. Project execution
C. At key interface points
D. At the end of each project management phase

30. 在什么時(shí)候執(zhí)行整合管理？
A. 項(xiàng)目規(guī)劃時(shí)
B. 在項(xiàng)目執(zhí)行時(shí)
C. 在關(guān)鍵界面點(diǎn)
D. 在每個(gè)項(xiàng)目管理階段完成時(shí)

31. 公司要成立一個(gè)PMO，要用到PMBOK的知識(shí)，你作為項(xiàng)目經(jīng)理應(yīng)該怎么辦?
A. 不同意
B. 不支持
C. 認(rèn)為意義不大
D. 同意，開(kāi)始推廣

32.在弱/平衡矩陣中，項(xiàng)目經(jīng)理向誰(shuí)匯報(bào)?
A. 項(xiàng)目經(jīng)理的上司
B. 項(xiàng)目經(jīng)理的經(jīng)理
C. 職能經(jīng)理
D. 發(fā)起人

33. 經(jīng)驗(yàn)教訓(xùn)文件用于哪里？
A. 執(zhí)行階段
B. 啟動(dòng)階段
C. 項(xiàng)目生命周期
D. 規(guī)劃階段

34. 某公司的管理層找到你，想請(qǐng)你出任一個(gè)小項(xiàng)目的項(xiàng)目經(jīng)理，并說(shuō)你在這方面非常有經(jīng)驗(yàn)，所以就不需要發(fā)布項(xiàng)目章程。你應(yīng)該做什么？
A．接受這個(gè)任務(wù)
B．告訴管理層，沒(méi)有項(xiàng)目章程就做項(xiàng)目可能產(chǎn)生的不良后果
C．向管理層要求更高的報(bào)酬，然后接受這個(gè)任務(wù)
D．動(dòng)手起草項(xiàng)目章程

35. 變更請(qǐng)求由下述人員提出？
A. 項(xiàng)目經(jīng)理
B. 職能經(jīng)理
C. 干系人
D. 發(fā)起人

36. Which of the following is not necessary at the time of project end？
A. Negotiate with functional managers for relocation of team members to the functional departments.
B. Transfer the project’s products,services,or results
C. Gather lessons learned
D. Have a celebration
36. 在項(xiàng)目結(jié)束，下面哪一項(xiàng)是不必要的？
A. 與職能經(jīng)理談判，將團(tuán)隊(duì)成員重新安置到職能部門(mén)
B. 移交項(xiàng)目的產(chǎn)品、服務(wù)或成果
C. 收集經(jīng)驗(yàn)教訓(xùn)
D. 進(jìn)行慶祝

37. You are a project manager and are in the Closing processes of the project. Your customer has been presented with a formal acceptance and sign-off document. They refuse to sign, claiming the product does not meet their expectations. You know that this situation could have been prevented by doing all of the following except:
A. Documenting the client’s requirements
B. Performing quality audits during the process
C. Documenting the customer’s refusal to sign
D. Requesting sign-off at important milestones

37. 你是項(xiàng)目經(jīng)理，你的項(xiàng)目已到收尾階段。你給客戶(hù)提交了一份正式驗(yàn)收和需要簽字的文件，客戶(hù)拒絕簽字，聲稱(chēng)產(chǎn)品沒(méi)有滿(mǎn)足他們的期望。你知道這種情況可以通過(guò)下列行為來(lái)避免，但不包括：
A. 記錄歸檔客戶(hù)需求
B. 在過(guò)程中進(jìn)行質(zhì)量審計(jì)
C. 記錄客戶(hù)拒絕簽字
D. 要求對(duì)重大里程碑簽字

38．你正在制定一份項(xiàng)目計(jì)劃。你已經(jīng)確定聘用一位對(duì)項(xiàng)目至關(guān)重要的專(zhuān)家，她的經(jīng)驗(yàn)對(duì)于項(xiàng)目的成功將會(huì)有極其大的價(jià)值。但是，你不知道她什么時(shí)候可以來(lái)為項(xiàng)目工作。因此，你假設(shè)了一個(gè)開(kāi)始日期。這個(gè)例子表明，假設(shè)通常會(huì)涉及到一些風(fēng)險(xiǎn)，這是因?yàn)榧僭O(shè)：
A. 基于應(yīng)吸收的教訓(xùn)
B. 可能沒(méi)有任何先例
C. 包括一些限制項(xiàng)目管理團(tuán)隊(duì)的選擇范圍的因素
D. 包括一些被認(rèn)為是正確的、真實(shí)的或確定的因素

39. A major construction project has been having a lot of schedule changes due to unanticipated weather problems. Who should be notified of these changes?
A.Stakeholders.
B.Management.
C.Project team.
D.Functional managers

39. 一個(gè)主要施工項(xiàng)目因未料到的天氣問(wèn)題，而發(fā)生了多次進(jìn)度計(jì)劃變更。對(duì)于這些變更，應(yīng)該通知誰(shuí)？
A．干系人
B．管理層
C．項(xiàng)目團(tuán)隊(duì)
D．職能經(jīng)理

40. The project sponsor decided to interrupt funding for your project. You should？
A. Stop work immediately and release all resources.
B. Decrease team size
C. Start closing the project.
D. Remove non-critical tasks.

40. 項(xiàng)目發(fā)起人決定中斷你的項(xiàng)目的資金，你應(yīng)該？
A. 馬上停止工作，并釋放所有資源
B. 縮小團(tuán)隊(duì)規(guī)模
C. 開(kāi)始項(xiàng)目收尾
D. 刪除非關(guān)鍵任務(wù)

41. A team member notifies you, afterthe fact, that she has added extra functionality to the project. There was noimpact on the cost or schedule. What should be done as a
result of this change?
A. Inform the customer
B. Make sure marketing is aware of the change.
C. Understand what functionality was added.
D. Implement change control processes to trackthe change.

41. 一位團(tuán)隊(duì)成員在對(duì)項(xiàng)目增加額外功能后,才向你匯報(bào)：該額外增加的功能對(duì)項(xiàng)目成本或進(jìn)度計(jì)劃沒(méi)有影響。針對(duì)這種變更,應(yīng)該如何做?
A. 通知客戶(hù).
B. 確保營(yíng)銷(xiāo)部門(mén)了解變更一事.
C. 了解增了什么功能.
D. 執(zhí)行變更控制過(guò)程對(duì)變更進(jìn)行跟蹤

42．What is thefunction of CCB?
A. approving and rejecting the requested changes
B. Specification and Standard Change
C. Project Performance Review
D. Determination of the Management Reserve

42. 變更控制委員會(huì)（CCB）的職能是什么？
A．批準(zhǔn)或否決變更請(qǐng)求
B．規(guī)范與標(biāo)準(zhǔn)變更
C．項(xiàng)目績(jī)效審查
D．管理儲(chǔ)備的確定

43. Youhave just taken control of a project in the middle of execution and need tolearn who has approval authority for revisions in scope. Which documentprovides this information?
A. Resource assignment matrix
B. Change control system
C. Project charter
D. Client organization chart

43．在一個(gè)項(xiàng)目的實(shí)施過(guò)程中，你接管這個(gè)項(xiàng)目。你需要了解誰(shuí)有權(quán)力批準(zhǔn)范圍的修訂，從哪個(gè)文件中可以獲得這一信息？
A. 資源分配矩陣
B．變更控制系統(tǒng)
C．項(xiàng)目章程
D．客戶(hù)組織關(guān)系圖

44. An oil field development project managerbelieves that modifying the project scope may increase production and willincrease the owner’s profit level. What should the projectmanager do?
A. Changethe WBS
B. Contact the customer to improve understanding
C. Call ameeting with the project team
D. Updatethe scope management plan

44. 一個(gè)油田開(kāi)發(fā)項(xiàng)目的經(jīng)理認(rèn)為修改項(xiàng)目范圍可以增加產(chǎn)量并提高業(yè)主的利潤(rùn)率，他應(yīng)該：
A. 變更WBS
B. 聯(lián)系客戶(hù)、加強(qiáng)了解
C. 召集項(xiàng)目團(tuán)隊(duì)會(huì)議
D. 更新項(xiàng)目管理計(jì)劃

45.Your approved cost baseline has changedbecause of a major scope change on your project. Your next step should be to
A. Estimate the magnitude of the scope change
B. Issue a budget update
C. Document lessons learned
D. Execute the approved scope change

45. 你項(xiàng)目的一項(xiàng)較大的范圍變更改變了經(jīng)你核準(zhǔn)通過(guò)的成本基線(xiàn)。下一步你應(yīng)該怎么做
A. 評(píng)估范圍變更的幅度
B. 發(fā)布更新的預(yù)算
C. 制作學(xué)到的經(jīng)驗(yàn)教訓(xùn)的說(shuō)明文件
D. 執(zhí)行得到通過(guò)的范圍變更

46. One of your senior technical specialistsinforms you a major design flaw exists in a systems development project you aremanaging. You are already testing the system and planned to roll it out to morethan 5,000 users in a month. You know that changing the design now will causesevere cost and schedule overruns. As project manager, what should you dofirst?
A. Issue a stop work order until you understandthe extent of the project.
B. Notify your project sponsor immediately tosee if there are additional funds available to work on this problem.
C. Notify your senior management and let themdecide what to do.
D. Hold a meeting as soon as possible with keymembers of your project team to discuss possible solutions to the problem.

46. 你的一個(gè)資深技術(shù)專(zhuān)家告訴你，你所管理的系統(tǒng)開(kāi)發(fā)項(xiàng)目中存在一個(gè)大的設(shè)計(jì)缺陷，系統(tǒng)已經(jīng)進(jìn)行測(cè)試并計(jì)劃一個(gè)月后給5000名用戶(hù)布署使用。你知道改變?cè)O(shè)計(jì)將會(huì)造成重大的進(jìn)度延遲和成本超支。作為項(xiàng)目經(jīng)理，你首先應(yīng)該：
A. 發(fā)出一個(gè)停工單，直到了解了項(xiàng)目的范圍。
B. 立即通知項(xiàng)目發(fā)起人，看看有沒(méi)有額外資金投入來(lái)解決這個(gè)問(wèn)題。
C. 通知高級(jí)管理層，讓他們來(lái)決定下一步的行動(dòng)。
D. 盡快和你的項(xiàng)目團(tuán)隊(duì)關(guān)鍵成員開(kāi)一個(gè)會(huì)議討論解決問(wèn)題的可能方案。

47. You are working on a telecommunicationproject. The product and system requirements have been determined and agreed toby the customer, your management, and other key stakeholders. Work isproceeding on the project according to schedule. Everyone seems pleased withthe progress to date. You have just learned that a new regulatory requirementwill cause a change in one of the project’s performancespecification. To ensure that this change is incorporated onto the project plan,you should .
A． call a meetingof the change control board
B． change the WBS, project schedule, and project plan to reflect the new requirement
C． prepare achange request
D． immediatelyinform all affected stakeholders of the new approach to take on the project

47. 你正在管理通信項(xiàng)目。客戶(hù)，你的上級(jí)和其他有關(guān)方面都已經(jīng)確定和批準(zhǔn)了產(chǎn)品和系統(tǒng)要求。項(xiàng)目按照時(shí)間表實(shí)施。到目前為止似乎每個(gè)人對(duì)進(jìn)度感到滿(mǎn)意。你剛剛得知一個(gè)新的管理規(guī)定將引起一個(gè)項(xiàng)目執(zhí)行標(biāo)準(zhǔn)發(fā)生變更。為保證該變更包括在項(xiàng)目計(jì)劃中，你應(yīng)該 。
A． 召開(kāi)變更控制委員會(huì)會(huì)議
B． 修改WBS、項(xiàng)目時(shí)間表和項(xiàng)目計(jì)劃，以反映新的規(guī)定和要求
C． 準(zhǔn)備變更請(qǐng)求
D． 立即通知收到影響的各位干系人有關(guān)項(xiàng)目實(shí)施的變更內(nèi)容

48.A project is completed when:
A. Administrative closure is achieved
B. Deliverables have been accepted by thecustomer
C. All schedule dependencies have beenintegrated
D. Final project cost figures have beenreconciled

48. 項(xiàng)目在何時(shí)完工：
A. 項(xiàng)目行政收尾已經(jīng)完成
B. 顧客已接受成果
C. 所有計(jì)劃從屬關(guān)系已經(jīng)整合
D. 最后項(xiàng)目成本數(shù)字已經(jīng)核對(duì)

49．When do we needto make new baselines？
A. Project is behind the schedule andover-running the cost.
B. When we need realistic data for project toperformance measurement.
C. After we have taken corrective actions andpreventive actions.
D. When there were big changes in the resourecesor when a new project manager was assigned in the middle of the projectexecution

49. 我們何時(shí)需要制定新的基準(zhǔn)
A．項(xiàng)目落后于進(jìn)度并且成本超支
B．當(dāng)我們需要項(xiàng)目的真實(shí)數(shù)據(jù)來(lái)測(cè)量績(jī)效時(shí)
C. 在我們已經(jīng)采取了糾正措施和預(yù)防措施之后
D. 當(dāng)資源有大的變化或者在項(xiàng)目執(zhí)行的中間階段指派了一個(gè)新的項(xiàng)目經(jīng)理

50. You have just finished most of the work on anew systems integration project when the seller comes to you with detailed proceduresfor closeout of the contract. The contract included closeout procedures. Whatshould you do?
A. Revisethe closeout procedures after getting management's approval
B. Get achange order
C. Createnew procedures that are more complete
D. Assessthe quality of the seller's new detailed procedures and if they are better thanthe current procedures, use them

50. 你剛剛完成一個(gè)系統(tǒng)集成項(xiàng)目的大部分工作，供應(yīng)商找到你拿出一個(gè)詳細(xì)的合同收尾程序。你應(yīng)該：
A. 獲得管理層批準(zhǔn)后修訂收尾程序
B. 獲得一個(gè)變更單
C. 建立一個(gè)更加完善的程序
D. 評(píng)估供應(yīng)商新的詳細(xì)程序的質(zhì)量，如果好于現(xiàn)在的程序，就予采納

51. Which of the following provide proceduresfor providing the status of the deliverables and that the proposed changes arethoroughly considered and documented before approving a change to the project?
A. Formal configuration management system
B. Updated project management plan
C. Updated WBS
D. Preliminary project scope statement

51. 以下哪個(gè)選項(xiàng)可以提供項(xiàng)目可交付成果的狀態(tài)并且提議的變更會(huì)被全面考慮。而且在審批前已經(jīng)歸檔？
A. 正式的配置管理系統(tǒng)
B. 更新的項(xiàng)目管理計(jì)劃
C. 更新的工作分解結(jié)構(gòu)
D. 初步項(xiàng)目范圍說(shuō)明

52．A change controlsystem should be created:
A. as needed on the project.
B. by management.
C. as a formal documented procedure.
D. by the team.

52. 變更控制系統(tǒng)應(yīng)該被創(chuàng)建：
A．根據(jù)項(xiàng)目需要．
B．由管理層
C．一套正式書(shū)面程序
D．由項(xiàng)目團(tuán)隊(duì)

53.All of the following are required to bring aproject to closure EXCEPT?
A. Perform project feedback with the team
B. Obtain sign off from the customer
C. Review project documentation for completeness
D. Update the project plans

53. 下面哪項(xiàng)不是項(xiàng)目收尾所要求的
A． 與團(tuán)隊(duì)成員完成項(xiàng)目反饋
B． 從客戶(hù)處得到獲得簽名
C． 回顧所有項(xiàng)目文件
D． 更新項(xiàng)目計(jì)劃

54. You are the project manager for a largegovernment contract. The contract was signed a year ago for this three-year,multi-million-dollar project. You were not involved in writing the contract orsetting up change control procedures, but now you are being inundated withchange requests from the project sponsor and from your own senior management. Whatshould you do first?
A. Tell the sponsor and your senior managementthat any changes are out of scope at this point and cannot be considered.
B. Ask senor management to set aside moremanagement reserve to avoid potential financial problems.
C. Talk to your legal department to make sureyou don't do anything illegal.
D. Meet with the project sponsor and seniormanagement to discuss this problem and potential solutions.

54. 你是一個(gè)大型政府合同的項(xiàng)目經(jīng)理。這是一個(gè)三年期幾百萬(wàn)美元的項(xiàng)目，在一年前簽訂了合同。你沒(méi)有參與合同的起草和變更控制程序的制定。但是，現(xiàn)在你被項(xiàng)目發(fā)起人和上級(jí)主管的變更申請(qǐng)淹沒(méi)了，怎么辦？
A. 告訴發(fā)起人和高級(jí)管理層，到此時(shí)任何的變化都超出了范圍，不應(yīng)當(dāng)考慮了
B. 要求高層設(shè)立更多的管理儲(chǔ)備來(lái)避免財(cái)務(wù)問(wèn)題
C. 和法律部門(mén)交談，以保證你的活動(dòng)不會(huì)違法
D. 會(huì)見(jiàn)項(xiàng)目的發(fā)起人和高層，商討問(wèn)題和可能的解決方案

55. You have been assigned to manage apportionof a larger project that is supposed to be finished within a two-week period.You have met with the leadership of the area to gather requirements, and youhave a project charter, scope statement and project plan that have beenapproved by these individuals. You are told to meet with the actual user of theresults of the project to demonstration, it is clear that the user’s requirements are very different from the ones you were initiallygiven and to which both you and the client agreed. What is the BEST thing foryou to do now?
A. Generate a change request for the user’s requirements
B. Convene another meeting with the leadershipof the area and the user to generate a revised set of requirements
C. Attempt to meet as many of the user’s requirements as possible within the project’s established budget and schedule
D. Complete the work as originally specified andformulate a new project to meet the user’s requirements.

55. 你被任命管理一個(gè)大型項(xiàng)目的一部分，這部分應(yīng)該在兩周完成。你和該領(lǐng)域的領(lǐng)導(dǎo)一起搜集要求。項(xiàng)目章程已經(jīng)制定，范圍說(shuō)明書(shū)和項(xiàng)目計(jì)劃已經(jīng)得到批準(zhǔn)。你要約見(jiàn)產(chǎn)品的真正用戶(hù)向他們展示系統(tǒng)是如何工作的。展示時(shí)，你了解到用戶(hù)是要求同你最初和業(yè)主達(dá)成一致的要求非常不同。這是，你最好：
A. 根據(jù)用戶(hù)的要求做一個(gè)變更請(qǐng)求
B. 和該領(lǐng)域的領(lǐng)導(dǎo)及用戶(hù)開(kāi)會(huì)修改要求
C. 在項(xiàng)目預(yù)算和工期內(nèi)盡量多地滿(mǎn)足用戶(hù)的要求
D. 完成原有項(xiàng)目，用戶(hù)的要求作為一個(gè)新項(xiàng)目實(shí)施

56. The carpeting subcontractor has, withoutprior approval, installed carpet that is a slightly different pattern from thepattern selected for the project. The difference in cost per square yard savesapproximately US $10000. Upon learning of the change, the BSET course of actionfor the project manager is to:
A. Demand that the original carpeting beinstalled.
B. Meet with the customer to explain whathappened and celebrate the $10000 windfall.
C. Document the change in the change controlplan.
D. Determine the overall impact on the project.

56. 負(fù)責(zé)鋪地毯的分包商未經(jīng)批準(zhǔn)鋪了與原項(xiàng)目原來(lái)選擇的地毯式樣有一點(diǎn)不同的地毯。這個(gè)變化使得每平方碼節(jié)約了大約10000美元。為了使得這件事情中取得經(jīng)驗(yàn)教訓(xùn)，項(xiàng)目經(jīng)理采取的最好的反應(yīng)是：
A. 命令分包商更換成原設(shè)計(jì)的地毯
B. 會(huì)見(jiàn)客戶(hù)，對(duì)發(fā)生的事情進(jìn)行解釋。然后慶祝發(fā)了一筆10000美元的橫財(cái)
C. 在變更控制計(jì)劃中記錄發(fā)生的變化
D. 確定這個(gè)變化對(duì)于項(xiàng)目的整體影響

57. In a project, two team members were usingdifferent versions of WBS. Team members could not know the status of prjectmanagement plan. Project manager shall firstly check？
A. Deliverable
B. Performance reports
C．Change controlsystem
D. Configuration management system

57. 在項(xiàng)目中，兩個(gè)項(xiàng)目團(tuán)隊(duì)成員使用不同版本的WBS。團(tuán)隊(duì)成員不知道項(xiàng)目管理計(jì)劃的情況。項(xiàng)目經(jīng)理首先應(yīng)該檢查？
A. 可交付成果
B. 績(jī)效報(bào)告
C．變更控制系統(tǒng)
D. 配置管理系統(tǒng)

58. A project is considered closed when the:
A. client accepts the product.
B. lessons learned are completed.
C. archives are completed.
D. contract is finished.

58. 項(xiàng)目在什么時(shí)間被考慮已結(jié)束？
A．客戶(hù)接受了產(chǎn)品
B．經(jīng)驗(yàn)教訓(xùn)總結(jié)已完成
C．項(xiàng)目檔案已完成
D．合同已結(jié)束

59. Which is the latest activity done at closingphase of the project?
A. Reassignment of team members
B. Newtraining resource plan for project managers
C. Teamperformance appraisal report
D. Individual appraisal report

59. 項(xiàng)目收尾的最后工作是：
A. 團(tuán)隊(duì)成員的重新分配
B. 新的培訓(xùn)資源計(jì)劃
C. 團(tuán)隊(duì)績(jī)效考核評(píng)估
D. 個(gè)人考核評(píng)估

60. 你的項(xiàng)目有二個(gè)承包商，你的項(xiàng)目要把二個(gè)的產(chǎn)品組裝在一起，其中一個(gè)承包商告訴你：他提供的產(chǎn)品有規(guī)格問(wèn)題，有可能會(huì)引起項(xiàng)目的質(zhì)量問(wèn)題。第二天，項(xiàng)目就要交工，你應(yīng)該怎么辦？
A. 停止工作
B. 不管
C. 評(píng)估影響
D. 和管理層溝通，項(xiàng)目有風(fēng)險(xiǎn)，要求延遲

PMBOK指南（第5版）第三章習(xí)題 參考答案

1. 參考答案：B
知識(shí)要點(diǎn)：讓干系人盡早參與項(xiàng)目，可以提高滿(mǎn)意度
資料來(lái)源：《PMBOK指南》第5版第55頁(yè)，或培訓(xùn)講義第45頁(yè)

2. 參考答案：C
知識(shí)要點(diǎn)：?jiǎn)��?dòng)過(guò)程組授權(quán)開(kāi)始項(xiàng)目或階段
資料來(lái)源：《PMBOK指南》第5版第54頁(yè)，或培訓(xùn)講義第45頁(yè)

3. 參考答案：D
知識(shí)要點(diǎn)：項(xiàng)目經(jīng)理負(fù)責(zé)整合管理
資料來(lái)源：《PMBOK指南》第5版第63-64頁(yè)，或培訓(xùn)講義第51頁(yè)

4. 參考答案：B
知識(shí)要點(diǎn)：項(xiàng)目經(jīng)理負(fù)責(zé)整合管理
資料來(lái)源：《PMBOK指南》第5版第63-64頁(yè)，或培訓(xùn)講義第51頁(yè)

5. 參考答案：D
知識(shí)要點(diǎn)：項(xiàng)目收尾，需要做經(jīng)驗(yàn)教訓(xùn)總結(jié)，以更新組織過(guò)程資產(chǎn)
資料來(lái)源：《PMBOK指南》第5版第101頁(yè)，或培訓(xùn)講義第71頁(yè)

6. 參考答案：A
知識(shí)要點(diǎn)：假設(shè)和制約的定義
資料來(lái)源：《PMBOK指南》第5版第528頁(yè)、第532頁(yè)，或培訓(xùn)講義第55頁(yè)

7.參考答案：B
知識(shí)要點(diǎn)：變更管理需要先了解變更
資料來(lái)源：《PMBOK指南》第5版第94-100頁(yè)，或培訓(xùn)講義第68頁(yè)

8. 參考答案：A
知識(shí)要點(diǎn)：先結(jié)束采購(gòu)，再結(jié)束項(xiàng)目

9. 參考答案：A
知識(shí)要點(diǎn)：項(xiàng)目經(jīng)理盡早分配，在啟動(dòng)過(guò)程組（制定項(xiàng)目章程過(guò)程）就分配。選項(xiàng)A的工作績(jī)效報(bào)告屬于監(jiān)控過(guò)程組的輸出
資料來(lái)源：《PMBOK指南》第5版第67頁(yè)

10. 參考答案：C
知識(shí)要點(diǎn)：制定項(xiàng)目章程的輸入
資料來(lái)源：《PMBOK指南》第5版第70頁(yè)，或培訓(xùn)講義第52頁(yè)

11. 參考答案：C
知識(shí)要點(diǎn)：要參考組織過(guò)程資產(chǎn)的歷史信息

12. 參考答案：C
知識(shí)要點(diǎn)：項(xiàng)目經(jīng)理盡早分配，在啟動(dòng)過(guò)程組（制定項(xiàng)目章程過(guò)程）就分配。
資料來(lái)源：《PMBOK指南》第5版第67頁(yè)

13. 參考答案：C
知識(shí)要點(diǎn)：項(xiàng)目章程是授權(quán)項(xiàng)目經(jīng)理動(dòng)用組織資源的文件
資料來(lái)源：《PMBOK指南》第5版第66頁(yè)，或培訓(xùn)講義第51頁(yè)

14. 參考答案：B
知識(shí)要點(diǎn)：項(xiàng)目章程是正式批準(zhǔn)項(xiàng)目并授權(quán)項(xiàng)目經(jīng)理在項(xiàng)目活動(dòng)中使用組織資源的文件
資料來(lái)源：《PMBOK指南》第5版第66頁(yè)，或培訓(xùn)講義第51頁(yè)

15.參考答案：D
知識(shí)要點(diǎn)：項(xiàng)目章程包含的內(nèi)容
資料來(lái)源：《PMBOK指南》第5版第72頁(yè)，或培訓(xùn)講義第55頁(yè)

16. 參考答案：A
知識(shí)要點(diǎn)：項(xiàng)目章程是授權(quán)項(xiàng)目經(jīng)理動(dòng)用組織資源的文件
資料來(lái)源：《PMBOK指南》第5版第72頁(yè)，或培訓(xùn)講義第55頁(yè)

17. 參考答案：C
知識(shí)要點(diǎn)：項(xiàng)目章程是正式批準(zhǔn)項(xiàng)目并授權(quán)項(xiàng)目經(jīng)理在項(xiàng)目活動(dòng)中使用組織資源的文件
資料來(lái)源：《PMBOK指南》第5版第66-68頁(yè)，或培訓(xùn)講義第51-52頁(yè)

18.參考答案：A
知識(shí)要點(diǎn)：制約是指限制因素
資料來(lái)源：《PMBOK指南》第5版第532頁(yè)，或培訓(xùn)講義第55頁(yè)

19. 參考答案：D
知識(shí)要點(diǎn)：先詢(xún)問(wèn)管理層,新項(xiàng)目對(duì)你的項(xiàng)目將產(chǎn)生何種影響.

20.參考答案：C
知識(shí)要點(diǎn)：外部項(xiàng)目，由客戶(hù)提供SOW
資料來(lái)源：《PMBOK指南》第5版第68頁(yè)，或培訓(xùn)講義第53頁(yè)

21.參考答案：D
知識(shí)要點(diǎn)：項(xiàng)目收尾活動(dòng)的順序
資料來(lái)源：培訓(xùn)講義第71-72頁(yè)，或者《PMBOK指南》第5版第101頁(yè)

22.參考答案：D
知識(shí)要點(diǎn)：變更管理流程
資料來(lái)源：培訓(xùn)講義第68頁(yè)，或者《PMBOK指南》第5版第94-100頁(yè)

23.參考答案：D
知識(shí)要點(diǎn)：先溝通，再作決定

24.參考答案：A
知識(shí)要點(diǎn)：該做的事情，做完就可以項(xiàng)目收尾
資料來(lái)源：培訓(xùn)講義第71頁(yè)，或者《PMBOK指南》第5版第101頁(yè)

25.參考答案：A
知識(shí)要點(diǎn)：變更請(qǐng)求可以口頭提出，但必須以書(shū)面形式記錄
資料來(lái)源：培訓(xùn)講義第65頁(yè)，或者《PMBOK指南》第5版第96頁(yè)

26.參考答案：B
知識(shí)要點(diǎn)：符合驗(yàn)收標(biāo)準(zhǔn)的可交付成果應(yīng)該由客戶(hù)或發(fā)起人正式簽字批準(zhǔn)
資料來(lái)源：培訓(xùn)講義第104頁(yè)，或者《PMBOK指南》第5版第135頁(yè)

27.參考答案：B
知識(shí)要點(diǎn)：項(xiàng)目章程由高層批準(zhǔn)
資料來(lái)源：培訓(xùn)講義第52頁(yè)，或者《PMBOK指南》第5版第68頁(yè)

28.參考答案：C
知識(shí)要點(diǎn)：項(xiàng)目章程是授權(quán)項(xiàng)目經(jīng)理動(dòng)用組織資源的文件
資料來(lái)源：培訓(xùn)講義第51頁(yè)，或者《PMBOK指南》第5版第66頁(yè)

29.參考答案：B
知識(shí)要點(diǎn)：項(xiàng)目經(jīng)理是整合者，負(fù)責(zé)整合管理

30.參考答案：C
知識(shí)要點(diǎn)：關(guān)鍵界面點(diǎn)，就是關(guān)鍵的銜接部位或者接口，需要做好整合管理

31. 參考答案：D
知識(shí)要點(diǎn)：項(xiàng)目經(jīng)理要積極推廣PMBOK知識(shí)

32.參考答案：C
知識(shí)要點(diǎn)：在弱/平衡矩陣組織中，項(xiàng)目經(jīng)理向職能經(jīng)理匯報(bào)
資料來(lái)源：培訓(xùn)講義第29頁(yè)，或者《PMBOK指南》第5版第22頁(yè)

33.參考答案：C
知識(shí)要點(diǎn)：經(jīng)驗(yàn)教訓(xùn)文件是組織過(guò)程資產(chǎn)里重要的一部分，在整個(gè)項(xiàng)目生命周期都需要參考到

34.參考答案：B
知識(shí)要點(diǎn)：項(xiàng)目章程是正式批準(zhǔn)項(xiàng)目，并且授權(quán)項(xiàng)目經(jīng)理動(dòng)用組織資源的文件
資料來(lái)源：培訓(xùn)講義第51頁(yè)，或者《PMBOK指南》第5版第66頁(yè)

35.參考答案：C
知識(shí)要點(diǎn)：每一位干系人都可以提交變更請(qǐng)求
資料來(lái)源：培訓(xùn)講義第61頁(yè)，或者《PMBOK指南》第5版第85頁(yè)

36.參考答案：A
知識(shí)要點(diǎn)：默認(rèn)是矩陣組織中做項(xiàng)目，項(xiàng)目結(jié)束，團(tuán)隊(duì)成員自動(dòng)回到部門(mén)，不需要談判的。其他三項(xiàng)是項(xiàng)目收尾需要做的活動(dòng)
資料來(lái)源：培訓(xùn)講義第71-72頁(yè)，或者《PMBOK指南》第5版第101頁(yè)

37.參考答案：C
知識(shí)要點(diǎn)：選項(xiàng)C是事后行為，不能起到事前的避免作用。其他三項(xiàng)是事前行為

38.參考答案：D
知識(shí)要點(diǎn)：假設(shè)的定義
資料來(lái)源：《PMBOK指南》第5版第528頁(yè)

39.參考答案：A
知識(shí)要點(diǎn)：變更應(yīng)該及時(shí)通知相關(guān)的干系人
資料來(lái)源：培訓(xùn)講義第68頁(yè)

40.參考答案：C
知識(shí)要點(diǎn)：發(fā)起人中斷資金提供，就開(kāi)始項(xiàng)目收尾
資料來(lái)源：培訓(xùn)講義第71頁(yè)，或者《PMBOK指南》第5版第101頁(yè)

41. 參考答案：C。先了解已經(jīng)變更的內(nèi)容，再做決定。參見(jiàn)培訓(xùn)講義第69頁(yè)，或《PMBOK指南》第5版第94-100頁(yè)

42. 參考答案：A。變更控制委員會(huì)負(fù)責(zé)變更的批準(zhǔn)或否決。參見(jiàn)培訓(xùn)講義67頁(yè)，或《PMBOK指南》第5版第566頁(yè)

43.參考答案：B。變更控制系統(tǒng)規(guī)定了變更管理流程及批準(zhǔn)的權(quán)限。參見(jiàn)培訓(xùn)講義第68頁(yè)，或《PMBOK指南》第5版第530頁(yè)

44.參考答案：B。先了解已經(jīng)變更的內(nèi)容，再做決定。參見(jiàn)培訓(xùn)講義第68頁(yè)，或《PMBOK指南》第5版第94-100頁(yè)

45.參考答案：B。從英文題干看，成本基準(zhǔn)已經(jīng)變更，那么就是更新預(yù)算。參見(jiàn)培訓(xùn)講義第68頁(yè)，或《PMBOK指南》第5版第94-100頁(yè)

46.參考答案：D。項(xiàng)目經(jīng)理要積極主動(dòng)，先準(zhǔn)備方案

47.參考答案：C。先準(zhǔn)備變更請(qǐng)求，再走其他變更管理流程。參見(jiàn)培訓(xùn)講義第68頁(yè)，或《PMBOK指南》第5版第94-100頁(yè)

48.參考答案：A。行政收尾就是結(jié)束項(xiàng)目或階段，參見(jiàn)培訓(xùn)講義第71頁(yè)，或《PMBOK指南》第5版第101頁(yè)

49.參考答案：B。基準(zhǔn)是批準(zhǔn)的計(jì)劃，用來(lái)做為比較的依據(jù)。如果基準(zhǔn)已經(jīng)過(guò)時(shí)，比較也就失去意義。當(dāng)需要用目前的、真實(shí)數(shù)據(jù)來(lái)測(cè)量實(shí)際績(jī)效時(shí)，就需要更新基準(zhǔn)

50.參考答案：B。從題干中來(lái)看，項(xiàng)目經(jīng)理的收尾與供應(yīng)商的不一致，需要變更。如果要變更，先要獲得變更請(qǐng)求單，再走其他變更管理流程。參見(jiàn)培訓(xùn)講義第68頁(yè)，或《PMBOK指南》第5版第94-100頁(yè)

51.參考答案：A。配置管理系統(tǒng)是識(shí)別并記錄產(chǎn)品、成果、服務(wù)或部件的功能特征和物理特征，并控制對(duì)上述特征的任何變更。參見(jiàn)培訓(xùn)講義第69頁(yè)，或PMBOK指南》第5版第531頁(yè)

52.參考答案：C。變更控制系統(tǒng)是關(guān)于變更管理的一系列正式的書(shū)面程序。參見(jiàn)培訓(xùn)講義第68頁(yè)，或《PMBOK指南》第5版第530頁(yè)

53.參考答案：D。項(xiàng)目已經(jīng)收尾，無(wú)需更新項(xiàng)目計(jì)劃。

54.參考答案：D。項(xiàng)目經(jīng)理要積極主動(dòng)解決問(wèn)題

55.參考答案：A。根據(jù)題干“你了解到用戶(hù)是要求同你最初和業(yè)主達(dá)成一致的要求非常不同”，說(shuō)明需要變更了。如果要變更，先要獲得變更請(qǐng)求單，再走其他變更管理流程。參見(jiàn)培訓(xùn)講義第68頁(yè)，或《PMBOK指南》第5版第94-100頁(yè)

56.參考答案：D。變更已經(jīng)發(fā)生，需要確定變更的影響。參見(jiàn)培訓(xùn)講義第69頁(yè)，或《PMBOK指南》第5版第94-100頁(yè)

57. 參考答案：D。配置管理就是版本管理。參見(jiàn)培訓(xùn)講義第69頁(yè)，或PMBOK指南》第5版第531頁(yè)

58.參考答案：C。四個(gè)選項(xiàng)中，選項(xiàng)C是最后做的活動(dòng)。參見(jiàn)培訓(xùn)講義第71頁(yè)，或《PMBOK指南》第5版第101頁(yè)

59.參考答案：A。項(xiàng)目是臨時(shí)的，項(xiàng)目團(tuán)隊(duì)也是臨時(shí)的，項(xiàng)目收尾最后的活動(dòng)的是資源解散。參見(jiàn)培訓(xùn)講義第71-72頁(yè)，或《PMBOK指南》第5版第101頁(yè)

60. 參考答案：C。先評(píng)估影響