场景题：
1. A high ranking executive from the customer’s organization just gave you, the project manager, a change request. You have determined that if you implement the change the project will be late. Despite this, the executive insists you implement the change. What should you do？ A. Provide the documented request to the Change Control Board（CCB）.
B. Begin implementing the change request to save time and then seek approval at the next scheduled CCB meeting.
C．Call a meeting with the customer and the project team to develop implementation test plans. D．Refer the customer’s executive to the change control system section of the contract. 1. 客户的一名高管,刚刚向作为项目经理的您提出一项变更请求，您发现，实施变更将导致项目延迟。尽管如此，对方仍坚持让您实施变更。您应该怎么做？ A．向变更控制委员会（CCB）提供书面请求。
B．开始实施变更请求以节约时间，并在CCB的下次预定会议上谋求批准。 C．召集客户与项目组开会制定实施测试计划。 D．请客户高管参看合同的变更控制系统部分。
2. You are considering creating a project management office(PMO)at your firm and have solicited the opinions of some of the senior management in your company. The first representative recommends that the PMO should manage all projects in the firm. The second believes that the PMO should handle large projects budgeted over a defined dollar amount. The third thinks a PMO should simply provide support to the department project managers. What should you do?
A. Go with the first representative’s opinion because a project management office is intended to be a central repository for all project information and management of all projects.
B. Go with the second representative’s opinion because it is not practical for the project management office to manage all projects. The most important projects should be managed by a focused group of trained project professionals.
C． Get other opinions from the representatives’ employees.
D. Begin the process of gaining authority and formal approval for implementing all three choices.
2. 你决定在公司内组建项目管理办公室（PMO），你征求了部分公司高级管理层的意见。第一位代表认为，PMO应该管理公司所有的项目，第二位认为PMO应该管理预算在一定金额之上的项目，第三位则认为PMO只负责支持部门项目经理。你应该怎么做？
A. 采用第一位代表的意见，因为PMO就是所有项目信息和项目管理的智囊团。
B. 采用第二位代表的意见，因为让PMO管理所有的项目是不符合实际的。一些重要的项目应该由一部分受过专业培训的人管理。 C. 再从其他员工代表那里获取建议。
D. 就采取三位代表的意见获得授权及正式认同。
3. You are managing a multi-million dollar project that is a joint venture between your company and another organization. You have repeatedly tried to get the contract and the project charter finalized between the two organizations, but there has been a great deal of arguing over
PMP考试，不仅仅是拿到证书，更是项目管理理念的提升与进阶！
1
language and details. The project's scope has been expanding, costs have been increasing, and the schedule has been regularly lengthening. You learn very suddenly that the project has been cancelled, because the other organization withdrew its share of the funding for the project. What is the MOST likely reason that this occurred?
A． Failure to understand the budgetary process. B． Inadequate scope management. C． Lack of sponsor commitment.
D． Poorly done initial cost-benefit analysis. 3. 你正在管理一个数百万美元的项目，这个项目你的公司和另外一公司合资建设的。尽管你一直在努力，但由于语言和一些细节问题，合同和项目章程一直未有结果。项目范围不断扩大，项目预算不断增加，进度也不断被延长。这时你突然发现，由于另外公司撤资，项目被取消了。发生此问题的根本原因是什么？ A． 对预算流程缺乏理解。 B． 缺乏范围管理。 C． 缺乏发起人的承诺。 D． 成本收益分析不当。
4． The project is mostly complete. The project has a schedule variance of 300 and a cost variance of -900. All but one of the quality control inspections have been completed and all have met the quality requirements. All items in the issue log have been resolved. Many of the resources have been released. The sponsor is about to call a meeting to obtain product verification when the customer notifies the project manager that they want to make a major change to the scope. The project manager should:
A. Meet with the project team to determine if this change can be made. B. Ask the customer for a description of the change.
C. Explain that the change cannot be made at this point in the process. D. Inform management.
4. 项目即将完工。此时，项目进度偏差为300，成本偏差为-900。除了一项质量检查外，其余都已结束，而且全部都符合质量要求。问题日志里的项目全部得到了解决，并且释放了一些资源。发起人正要召开产品确认的会议时，客户通知项目经理要对范围进行一项重要变更。此时，项目经理应该：
A. 与团队成员见面讨论确定变更是否可行。 B. 要求客户对变更做详细描述。
C. 向客户解释在这个过程不能进行变更。 D. 通知管理层。
5．A project manager holds a meeting with his manager to explain that an activity has been delayed and the project manager will need additional resources to complete the project. The manager stops the meeting because the project manager has forgotten something. What might it have been?
A. To investigate undoing previous fast tracking activities.
B. To try to compress the project schedule before asking for additional resources. C. To look for options with the customer before meeting with management.
PMP考试，不仅仅是拿到证书，更是项目管理理念的提升与进阶！
2
D. To eliminate float in the near-critical path.
5. 项目经理和他老板正在开会讨论关于某一活动延期需要增加额外资源以保证完成项目的问题。老板突然停止了会议，原因是他认为项目经理忘记了什么。那么，项目经理应该怎么做？
A. 调查之前未实施快速跟进的活动。
B. 在要求增加资源之前应该先压缩项目进度。 C. 会见管理层之前应该寻求客户的意见。 D. 删除近关键路径的浮动时间。
6． A team member comes to you to tell you that there is a problem on her activity. It cannot be started on the day it is scheduled to start. A manager overhears this conversation and reports that the project will be late. Later the project manager completes his own report saying “the project is still scheduled to be completed on time.” Which of the following could be the reason the project manager made such a statement?
A. The activity has free float and can be rescheduled later in its early-start to late-finish window. B. The activity is on a near-critical path with less float than the length of the delay.
C. The activity is on the critical path but is to be done after another activity that does have float.
D. The activity has a mandatory dependency, allowing the project manager to place it in the project schedule at any location that he wants it to be done.
6. 一团队成员过来告诉你，她负责的活动出了问题，不能在预期规定的开始时间启动。一位经理偷听到了你们的谈话并报告管理层说项目将要延期。项目经理在后续的进度报告总说：“项目在进度计划内，而且会按时完成。”以下哪项可能是项目经理如此汇报的原因？ A. 此活动有浮动时间，可以重新安排它的最早开始时间和最晚结束时间。 B. 活动在近关键路径上，活动的浮动时间比延期的时间要短。
C. 活动在关键路径上，但在另外有浮动时间活动结束之后才能开始。
D. 活动有强制依赖关系，所以项目经理可以把它随意安排在进度中的任何位置。
7. It is crucial that your project team finish your project on time. Your team is using a technique to account for limited resources. You have also added a project buffer before the end date and feeding buffers before each critical task. What technique are you using? A. critical path analysis. B. PERT.
C. critical chain. D. earned value.
7. 你的项目团队必须按时完成项目。你的团队使用了一种考虑有限资源的技术，在最终日期前添加了缓冲并在关键活动上加入缓冲。这种技术叫做: A. 关键路径分析。 B. 项目计划评审技术。 C. 关键链。 D. 挣值。
8. The customer responsible for overseeing your project asks you to project a written cost
PMP考试，不仅仅是拿到证书，更是项目管理理念的提升与进阶！
3
estimate that is 30 percent higher than your estimate of the project’s cost. He explains that the budgeting process requires managers to estimate pessimistically to ensure enough money is allocated for projects. What is the BEST way to handle this?
A. Add the 30 percent as a lump sum contingency fund to handle project risks.
B. Add the 30 percent to your cost estimate by spreading it evenly across all project activities. C. Create one cost baseline for budget allocation and a second one for the actual project management plan.
D. Ask for information on risks that would cause your estimate to be too low.
8. 负责监管项目的客户要求你写一份书面成本估算，其估算额要比项目的估算成本高出30%，理由是希望经理们悲观地制定项目预算，以确保项目分配到足够的费用。处理此问题的最佳方法是什么？
A. 增加30%的应急资金以应对项目风险。
B. 增加30%的成本估算，并平均地分配给项目活动。
C. 制定两个成本基线，一个给管理层分配费用使用，另一个用于实际的项目管理计划。 D. 寻找造成自己较低估算的风险信息。
9. A project has a team member assigned to the project full time. What is the MOST likely effect on the project if that resource completes her activity sooner than planned? A. Lower quality deliverables. B. Wasted cost.
C. A subsequent activity will be delayed. D. Changes to the risk response plan.
9. 一位团队成员被安排到项目做全职工作。如果她的活动提前完成,对项目最可能产生的影响是?
A. 提交的可交付成果质量较低。 B. 成本浪费。
C. 后续活动的完成时间将被延迟。 D. 变更风险应对计划。
10. In the initiation phase of your project, it is apparent that factions within the client's company have significantly different views on how the project should be structured and how the deliverables should be defined. Which of the following is the BEST thing to do? A. Ask the client when they will be iii agreement on the project requirements.
B. Work with leadership from each area to collaboratively engineer a mutually acceptably solution.
C. Make sure the terms and conditions of the contract are clear.
D. List the consequences of changes in the contract's requirement section.
10. 在项目的启动阶段，客户公司内部明显存在对项目应如何构建和如何定义可交付成果的不同观点。做下列哪项是最佳的?
A. 问客户他们什么时候能对项目要求达成一致意见。
B. 与各领域的领导合作，策划一个相互都可以接受的解决方案。 C. 确保合同条款清楚。
D. 在合同的要求部分列出变更的后果。
PMP考试，不仅仅是拿到证书，更是项目管理理念的提升与进阶！
4
11. Your project has a medium amount of risk and is not very well defined. The sponsor hands you a project charter and asks you to confirm that the project can be completed within the project cost budget. What is the BEST method to handle this? A. Build an estimate in the form of a range of possible results.
B. Ask the team members to help estimate the cost based on the project charter. C. Based on the information you have, calculate a parametric estimate. D. Provide an analogous estimate based on past history.
11. 你负责的项目具有中等等级的风险，而且定义并不充分。发起人交给你一份项目章程，并要求你确认项目能够在预算范围内完成，最好的处理方法是？ A. 根据各种可能的结果估计一个成本范围。 B. 要求团队成员根据项目章程制定进行估算。 C. 根据你现有的信息计算一个参数估算。 D. 根据历史信息提供一份类比估算。
12. During project executing, an accepted risk occurs, and is handled. However, the project manager notes that the impact was greater than was anticipated. The BEST thing to do would be to:
A. Notify the sponsor. B. Create a workaround.
C. Perform additional risk response planning. D. Revisit the Quantitative Risk Analysis process.
12. 在项目执行阶段发生了一项已识别的风险，并进行了适当处理。然而，项目经理发现实际影响比预期的影响要大很多。此时，项目经理的最佳做法是： A．通知发起人。 B．制定权变措施。
C．实施额外的风险应对计划。 D．重新进行定量风险分析过程。
13. During the Plan Risk Management process of a major project, the project manager is informed that her key subject matter experts are currently spread around the globe. All experts are available via e-mail and planning must not be delayed. What is the BEST method for gathering information?
A. Brainstorming. B. Delphi technique. C. Assumption analysis.
D. Cause and effect diagramming.
13. 某一重大项目处于规划风险管理阶段。项目经理被告知，项目的关键问题专家现在都派往全世界各地了，他们只能通过邮件方式给出建议，而且计划不能延误。收集信息的最佳方法是什么？ A．头脑风暴。 B．德尔菲技术。 C．假设分析。
PMP考试，不仅仅是拿到证书，更是项目管理理念的提升与进阶！
5