PMP高頻錯題（4）

1、 [單選] 風險可以在風險管理過程的哪個階段被識別出來？

Risks will be identified during which risk management process (es)?

A：實施定量風險分析和識別風險

Perform Qualitative Risk Analysis and Identify Risks

B：識別風險和監(jiān)督風險

Identify Ris ks and Control Risks

C：實施定量風險分析和監(jiān)督風險

Perform Qualitative Risk Analysis and Control Risks

D：識別風險

Identify Risks

正確答案：B 你的答案：D

解析：這道題很迷惑人。一般風險是在風險識別時確認的，但是新出現的風險是在風險監(jiān)控時確認的。監(jiān)督風險-輸出-項目文件更新-風險登記冊（更新風險登記冊，記錄在監(jiān)督風險過程中產生的關于單個項目風險的信息，可能包括添加新風險、更新已過時風險或已發(fā)生風險，以及更新風險應對措施，等等。）

2、 [單選] 在與相關方的項目計劃介紹會議上，針對一個問題進行了討論，并達成了一項協(xié)議，各方都持相同意見。然而，過了一段時間后，項目經理又從一個主要利益相關方那里收到一封電子郵件說他們改變主意了。他們對這個問題的看法有所改變，希望各方能夠一起重新討論新的方法和選擇。項目經理應首先嘗試哪種解決沖突的方法呢？

During the project plan presentation meeting with the stakeholders. An issue was discussed and a resolution was reached, and all interested parties were on board. Sometime after the meeting, the project manager receives an e-mail from one of the key stakeholders saying they have changed. Their mind about the agreed to solution and would like to get the group back together to discuss new options. What conflict resolution techniques should the project manager try first?

A：妥協(xié)

Compromising

B：強迫

Forcing

C：調和

Smoothing

D：撤退

Withdrawing

正確答案：A 你的答案：C

解析：管理相關方參與之人際關系技能(解決沖突）出處：PMBOK2012 中  9.5.2.1 解析：參考答案 A，妥協(xié)各讓一步，項目經理不堅持協(xié)議不能改變，對方需要對改變陳述理由。妥協(xié)就是尋找能讓全體當事人都在一定程度上滿意的方案，是很好的沖突解決方法。B 強迫不改變主意不妥。C 調和求同存異，并沒解決問題。D 撤退躲避于事無補。

3、 [單選] 項目經理負責一個系統(tǒng)集成項目。執(zhí)行中管理質量需要哪些文件？

The project manager is responsible for a system integration project. Which documents are required to manage quality on the project?

A：質量測試指標，風險報告和項目管理計劃

Quality metrics, risk report, project management plan

B：項目管理計劃，經驗教訓文件和范圍說明書

Project management plan, lessons learned, scope statement

C：成本績效基線，項目管理計劃和進度績效指數

Cost performance baseline, variance analysis, risk register

D：項目管理計劃，偏差分析和風險登記薄

Project management plan, variance analysis, risk register

正確答案：A 你的答案：B

解析：管理質量的輸入。8.2.1.2 項目文件質量測量指標

4、 [單選] WBS及WBS詞典已經完成，項目團隊開始識別風險。發(fā)起人找到了項目經理，要求制定一個100,000美元的責任分配矩陣。項目的在三個國家進行，使用人員14人。項目預計風險很小，而且項目經理以前做了很多類似的項目。接下來項目經理應該所什么？

The WBS and WBS dictionary are completed. The project team has begun working on identifying risks. The sponsor contacts the project manager, requesting that the U.S. $l00，000 responsibility assignment matrix be issued. The project has a budget of and is taking place in three countries using 14 human resources. There is little risk expected for the project and the project manager has managed many projects similar to this one. What is the next thing to do?

A：理解類似項目發(fā)起人的經驗教訓

Understand the experience of the sponsor on similar projects.

B：創(chuàng)造活動清單

Create an activity list

C：確保項目范圍得到了定義

Make sure the project scope is defined.

D：完成風險管理，制定責任分配矩陣。

Complete risk management and issue the responsibility assignment matrix.

正確答案：B 你的答案：D

解析：WBS及WBS詞典已經完成，說明5.4創(chuàng)建WBS過程已經完成。接下來要繼續(xù)將工作包分解為活動。

5、 [單選] 制定項目章程時，一名項目相關方沒有提供任何意見。項目經理反復詢問讓該項目相關方提供必要的意見，以便完成宏觀需求。但雖然項目經理努力了,情況卻沒有得到改善。項目經理接下來應該怎么做？

While creating the project charter, a key stakeholder does not offer any input. The project manager repeatedly asks the stakeholder to provide the necessary input to complete the high-level requirements. Despite the project manager’s efforts，the situation does not improve. What should the project manager do next？

A：將該相關方從相關方登記冊中刪除

Remove the stakeholder from the stakeholder list.

B：與項目團隊假定需求

Assume the requirements together with the project team.

C：將缺失意見作為一項目風險，添加到主要風險描述中

Add the missing input as a risk to the high-level risk description.

D：將該問題上報給項目發(fā)起人

Escalate the issue to the project sponsor.

正確答案：C 你的答案：D

解析：根據題意，相關方意見缺失是一種風險，應該加以識別，記錄到風險登記冊中去，相關方登記冊是識別風險的輸入，所以選 C。參見 PMBOK 2016 中 11.2.1 考點：識別風險。

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