高頻錯(cuò)題（7）

1、 [單選] 你的項(xiàng)目曾經(jīng)很難獲得項(xiàng)目管理計(jì)劃的正式批準(zhǔn)，因?yàn)轫?xiàng)目相關(guān)方太多了，他們的要求不能放在項(xiàng)目里。這些項(xiàng)目相關(guān)方拖延項(xiàng)目，他們一次次的討論他們的要求。項(xiàng)目最終得到了批準(zhǔn)，于 6個(gè)月前啟動(dòng)。下列哪項(xiàng)不是好的預(yù)防措施？

Your project had a difficult time receiving formal approval of the project management plan because there were so many stakeholders whose requirements were not approved for inclusion in the project. These stakeholders argued and held up the project while they held meeting after meeting about their requirements. The project was finally approved and work was begun six months ago. All of the following would be good preventive actions to implement EXCEPT?
A：記錄哪些要求沒(méi)有放在項(xiàng)目里
Keep a file of what requirements were not included in the project.
B：確實(shí)項(xiàng)目相關(guān)方?jīng)]有用變更控制過(guò)程作為手段把之前的要求加回項(xiàng)目里
Make sure the change control process is not used as a vehicle to add back the requirements into the project.
C：使用問(wèn)題登記簿
Maintain an issue log.
D：會(huì)見(jiàn)項(xiàng)目相關(guān)方，重申不能放在項(xiàng)目里的工作
Hold meetings with the stakeholders to go over the work that will not be added to the project.
正確答案：D 你的答案：B
解析：為什么不采取選項(xiàng) D 的行動(dòng)？D和 A 不是很像嗎？不是的。這個(gè)問(wèn)題應(yīng)該解決了，但是因?yàn)殛P(guān)于撤消的要求有很多會(huì)議和爭(zhēng)論，有可能項(xiàng)目相關(guān)方再提出這個(gè)問(wèn)題。但是，因?yàn)樗€沒(méi)有出現(xiàn)，項(xiàng)目于 6 個(gè)月前啟動(dòng)，花費(fèi)時(shí)間在開(kāi)會(huì)上沒(méi)必要。其它選項(xiàng)更容易，對(duì)項(xiàng)目影響也小，所以是可以采取的行動(dòng)。

2、 [單選] 項(xiàng)目經(jīng)理正在與不同公司部門(mén)工作的成員一起組建項(xiàng)目團(tuán)隊(duì)。現(xiàn)在團(tuán)隊(duì)成員一起工作并且彼此信任。團(tuán)隊(duì)預(yù)期將經(jīng)歷下列哪一項(xiàng)組建階段？
A project manager is developing a project team with members from different departments and have not worked together. Now, team members work together and trust one another.What development stage should the team expect to experience?
A：形成階段
Forming
B：成熟階段
Performing
C：規(guī)范階段
Norming
D：震蕩階段
Storming
正確答案：C 你的答案：B
解析：在規(guī)范階段，團(tuán)隊(duì)成員開(kāi)始協(xié)同工作，并調(diào)整各自的工作習(xí)慣和行為來(lái)支持團(tuán)隊(duì)，團(tuán)隊(duì)成員開(kāi)始相互信任。

3、 [單選] 在項(xiàng)目執(zhí)行階段，一名新項(xiàng)目經(jīng)理加入團(tuán)隊(duì)。項(xiàng)目經(jīng)理得知關(guān)鍵相關(guān)方已經(jīng)確認(rèn)和接受一些可交付成果，但還存在關(guān)于其它可交付成果驗(yàn)收標(biāo)準(zhǔn)的協(xié)商。若要獲得項(xiàng)目相關(guān)方對(duì)其它可交付成果的驗(yàn)收，項(xiàng)目經(jīng)理應(yīng)參閱哪一份文件？
During a project’s execution phase, a new project manager joins the team. The project manager learns that key stakeholders have verified and accepted some deliverables, but there are some ongoing negotiations regarding acceptance criteria of other deliverables. To what should the project manager refer to obtain stakeholders’ accept the other deliverables?
A：變更管理計(jì)劃
Change management plan
B：質(zhì)量管理計(jì)劃
Quality management plan
C：績(jī)效測(cè)量指標(biāo)
Performance metrics
D：需求跟蹤矩陣
Requirements traceability matrix
正確答案：B 你的答案：D
解析：可交付成果驗(yàn)收標(biāo)準(zhǔn)即項(xiàng)目的質(zhì)量要求，應(yīng)參考質(zhì)量管理計(jì)劃。

4、 [單選] 當(dāng)項(xiàng)目經(jīng)理通知項(xiàng)目發(fā)起人項(xiàng)目落后于進(jìn)度計(jì)劃時(shí)，項(xiàng)目發(fā)起人堅(jiān)持消減范圍以滿(mǎn)足項(xiàng)目期限。項(xiàng)目經(jīng)理不同意，認(rèn)為項(xiàng)目應(yīng)延遲交付全部范圍。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？
When a project manager informs the sponsor that the project is behind schedule, the sponsor insists that scope must be reduced to meet the deadline. The project manager believes that the project should be delivered later with full scope. What should the project manager do next?
A：接受項(xiàng)目發(fā)起人的要求。
Accept the project sponsor’s demands.
B：要求項(xiàng)目團(tuán)隊(duì)提供解決方案。
Ask the project team for a solution.
C：保持原始范圍，但比計(jì)劃晚交付。
Maintain the original scope, but deliver later than planned.
D：要求關(guān)鍵項(xiàng)目相關(guān)方做出最終決策。
Ask key stakeholders to make the final decision.
正確答案：D 你的答案：A
解析：消減范圍即變更項(xiàng)目范圍基準(zhǔn)，需要 CCB 批準(zhǔn)。

5、 [單選] 客戶(hù)批準(zhǔn)了最終產(chǎn)品，項(xiàng)目經(jīng)理收到所有部門(mén)的報(bào)告。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？
The customer approved the final product, and the project manager received reports from all departments. What should the project manager do next?
A：查看溝通管理計(jì)劃，并共享最終項(xiàng)目報(bào)告。
Review the communications management plan, and share the final project report.
B：執(zhí)行結(jié)束采購(gòu)過(guò)程，并記錄經(jīng)驗(yàn)教訓(xùn)。
Conduct the Close Procurements process, and document lessons learned.
C：安排一次項(xiàng)目結(jié)束會(huì)議，并解散資源。
Schedule an end-of-project review meeting, and release the resources.
D：安排一次所有團(tuán)隊(duì)成員參加的會(huì)議，慶祝項(xiàng)目成功。
Schedule a meeting with all team members to celebrate the project’s success.
正確答案：D 你的答案：B
解析：指南-4.7.2.3 最終可交付成果已經(jīng)移交給客戶(hù)，并且收集了項(xiàng)目文檔，應(yīng)在慶功會(huì)之后再解散團(tuán)隊(duì)。

6、 [單選] 項(xiàng)目團(tuán)隊(duì)成員在地理位置、文化以及工作實(shí)踐方面存在多樣化，若要確保團(tuán)隊(duì)遵從標(biāo)準(zhǔn)方法，項(xiàng)目經(jīng)理可以怎么做？
When project team members are diverse regarding their locations, cultures, and work practice, what can a project manager do to ensure that the team adheres to a common standard approach?
A：采用由所有團(tuán)隊(duì)成員都同意的最佳實(shí)踐。
Adopt best practices agreed to by all team members.
B：在風(fēng)險(xiǎn)登記冊(cè)中記錄并接受相關(guān)風(fēng)險(xiǎn)，但允許有充足的項(xiàng)目應(yīng)急。
Note and accept the associated risks in the risk register, but allow for sufficient project contingency.
C：使用帕累托圖確定在哪里可以實(shí)現(xiàn)共性。
Use a Pareto diagram to determine where commonality can be achieved.
D：在制定項(xiàng)目管理計(jì)劃之前要求團(tuán)隊(duì)輸入。
Ask for team input prior to developing the project management plan.
正確答案：A 你的答案：D
解析：要確保團(tuán)隊(duì)遵從標(biāo)準(zhǔn)方法，就需要團(tuán)隊(duì)成員達(dá)成一致。
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原文鏈接：https://blog.csdn.net/weixin_40039983/article/details/108405385