1. To guarantee a successful start to a project that involves cross-organizational teams, the project manager decided to have a kick-off meeting in order to create a friendly atmosphere to let members know each other and also get members’ commitment on the goals of the project. When should a project manager schedule the kick-off meeting?

A. As soon as the project management plan has been completed

B. As soon as the project has been approved and funded

C. As soon as the project scope has been completed

D. As soon as the project charter is more than 75 percent complete

为了保证成功开始一个涉及跨越组织团队的项目，项目经理决定安排一个启动大会， 让项目团队成员互相认识，落实具体项目工作，明确个人和团队职责范围，获得团队成员承诺，为进入下一个阶段做准备。项目经理应该何时安排项目启动大会?

A. 完成项目管理计划时

B. 项目获得批准和资金时

C. 完成项目范围时

D. 项目章程完成 75%时

2. A client requests a scope change request after accepting the design. This change will have a potential impact on several project components. What is the project manager’s MOST APPROPRIATE response?

A. Convince client to delay change

B. Analysis infects of schedule and cost due to the change, and have meeting with team memebers.

C. If this change is critical, then implement it and inform the CCB

D. Estimate the cost and schedule affected by the change,get approval before implement

客户在接受设计之后提出了一项范围变更请求。这个变更可能对许多项目组成部分产生影响。项目经理最适当的回应是什么?

A. 说服客户推迟变更

B. 对此变更造成费用和进度的影响进行详细的分析，并召开项目团队会议

C. 如果该变更十分关键，则进行变更，并通知变更控制委员会。

D. 估算变更对于成本和进度的影响，在实施变更之前获得批准

3. After customer acceptance of the final deliverable, the project manager distributes the final project reports, gathers project documents for archiving, and conducts a lessons learned session with the team. What activity still needs to be completed?

A. Capturing work performance information

B. Updating the issue log

C. Measuring and recording customer satisfaction

D. Documenting corrective actions

在客户验收最终可交付成果后，项目经理分发最终的项目报告，收集项目文件用于存档，并与团队开展经验教训会议。还需完成什么活动?

A. 收集工作绩效信息

B. 更新问题日志

C. 衡量并记录客户满意度

D. 记录纠正措施

4. A project manager assigned to a large construction project receives a request to increase the size of building by10 floors. The project manager conducts the Perform Integrated Change Control process and the change request is approved.

What should the project manager do next?

A. Notify the project sponsor and invoice the customer.

B. Perform a qualitative risk assessment and update the risk register.

C. Assess the impact of the change and communicate with the project team.

D. Update the project management plan and implement the change.

项目经理被任命管理一个大型施工项目，收到一个增加 10 层建筑物规模的请求。项目经理开展了 实施整体变更控制过程，且变更请求已获得批准。项目经理下一步应该怎么做?

A. 通知项目发起人,并向客户开具发票。

B. 执行定性风险评估并更新风险登记册。

C. 评估变更的影响并与项目团队沟通。

D. 更新项目管理计划并实施变更。

5. A customer wants to increase the total sum of stockholder equity and improve brand recognition in the global market. What is the customer's objective?

A. Improve overall business-bass support for its organization strategy

B. Increase the marketing budget

C. Increase business values

D. Improve market share by reinvesting in its business portfolio

客户希望增加股东权益的总和，提高其在全球市场的品牌知名度。客户的主要目标是什么?

A. 为组织战略改善整体业务支持

B. 增加营销预算

C. 提高商业价值

D. 通过重新投资其业务组合提高市场份额

6. A project resource is missing assigned task deadlines. The resource complains that additional tasks were assigned by their supervisor, what should the project manager do?

A. Provide a written to the resource.

B. Hire additional resources.

C. Analyze the situation with the resources and their supervisor.

D. Identity project priorities with the project management office (PMO)

项目经理给某个资源分配了很重要的任务，在阶段检查时，项目经理发现这名项目资源正在错过被分配任务的期限，该资源抱怨说其主管分配了额外任务。 项目经理事先应该怎么做?

A. 向该资源提出书面警告。

B. 聘用额外的资源。

C. 与该资源及其主管一起分析情况。

D. 与项目管理办公室 (PMO) 一起确定项目优先次序。

7. An experienced project manager assumes an IT project that is similar to other company project. What is a good resource to which the project manager can refer?

A. Lessons learned

B. Risk register

C. Quality metrics

D. Continuous improvement

一位经验丰富的项目经理负责管理一个 IT 项目，该项目与其他公司项目类似。项目经理可以参阅的好资源是什么?

A. 经验教训

B. 风险登记册

C. 质量测试指标

D. 持续改进

8. A project team working on concurrent project with tight timelines learns that one project will be cancelled . The team is relieved .as overtime will no longer be required.

What should the project manager do next?

A. Meet with the project team for debriefing and to capture the lessons learned.

B. Meet with the project learn to review the issue log.

C. Immediately disband the project team so they can focus on the project.

D. Assume full responsibility for the cancellation of the project.

为工期紧张的并行项目工作的团队了解到其中一个项目将被取消。团队感到松了一口气，因为将不再需要加班了。项目经理下一步该怎么做?

A. 与项目团队开会,说明情况,并收集经验教训。

B. 与项目团队开会,审查问题日志。

C. 立即解散项目团队,让他们能够专注于其他项目。

D. 承担项目取消的全部责任。

9. A company is working to create an innovative product to address an identified business opportunity. A senior manager is trying to determine what risks could be faced during implementation. The senior manager asks the plant manager if there is sufficient plant capacity, and then speaks with the vice president (VP) of finance regarding the available budget and the financial performance of a previous similar project.

What is the project manager doing?

A. Determining the position of the main stakeholders to develop an influence/impact grid

B. Gathering information to develop a risk management plan

C. Applying expert judgment to develop a work breakdown structure (WBS) and a schedule

D. Gathering information to develop a project charter

一家公司正着手打造一个创新产品，以解决一个已识别到的商业机会。一名高级经理尝试确定在 实施过程中可能面临哪些风险。该高级经理就工厂产能是否足够询问工厂经理，然后与财务副总裁 (VP)讨论可用预算以及之前类似项目的财务绩效。

项目经理执行的是下列哪一项?

A. 确定主要相关方的职位，制定影响/作用方格

B. 收集信息制定风险管理计划

C. 应用专家判断，制定工作分解结构(WBS)和进度计划

D. 收集信息制定项目章程

10. A project team identifies an emergency, which requires an immediate change. Due to the limited schedule, there is not enough time to follow a standard change control process. What should the project manager do next?

A. Stop the project until the change is approved by the change control board.

B. Establish a new change control board to assess the change.

C. Inform the project sponsor and ask for advice.

D. Document the change first and obtain approval from change control board at a later time.

项目团队识别到一个紧急事件，要求立即进行变更。由于进度计划有限，没有足够的时间遵循标 准的变更控制流程。

项目经理下一步该怎么做?

A. 停止项目,直到变更获得变更控制委员会的批准为止。

B. 建立新的变更控制委员会来评估变更。

C. 通知项目发起人并询问意见。

D. 首先记录变更,并在之后获得变更控制委员会的批准

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