12.采购管理–投标人会议（又称承包商会议、供应商会议或投标前会议）是在卖方提交建议书之前，在买方和潜在卖方之间召开的会议，其目的是确保所有潜在投标人对采购要求都有清楚且一致的理解，并确保没有任何投标人会得到特别优待。

121、 [单选] 有一部分项目工作从外部资源采购，项目团队制定采购计划，并向多个供应商发出建议邀请书，团队从潜在供应商那里获得关于工作的询问，为向潜在供应商提供响应，项目团队应该怎么做？

A portion of the project work is sourced from external sources, the project team makes the purchase plan and sends out a proposal invitation to multiple vendors, the team obtains inquiries about the work from the potential suppliers, and what the project team should do to provide responses to potential suppliers?

A：向每一位供应商发送单独回复
Send a separate reply to each supplier

B：在项目团队中为每一位供应商指定单个联系人
Assign individual contacts to each vendor in the project team

C：修订建议邀请书，将对所有问题的回复包含在内，并分发给所有供应商
Revised proposal invitation to include responses to all questions and distribute to all suppliers

D：召开投标人会议，澄清所有供应商的全部问题
Convene a meeting of bidders to clarify all suppliers’ issues

C

10.沟通管理

122、 [单选] 几个星期以来，项目经理一直报告项目在正常进行中，现在却突然报告项目滞后于进度计划，项目经理意识到某个项目风险管理不当，且其负责人在不同时区远程工作。项目经理应当更加注意下列哪一项？

For several weeks, the project manager has been reporting that the project is progressing normally, but now suddenly reports that the project lags behind the schedule, the project manager realizes that the risk management of a certain project is improper, and its leader works remotely in different time zones. Project managers should pay more attention to which of the following?

A：资源过度承诺和沟通不畅 Over commitment of resources and poor communication

B：包容性和资源隔离不足 Inclusiveness and insufficient resource isolation

C：语言障碍和缺乏问责制 Language barriers and lack of accountability

D：项目发起人的指导不足 Insufficient guidance from project sponsors

A或C，但是没提及语言，只是时区不同，选A。

5.范围管理

123、 [单选] 在项目实施期间，一些团队成员抱怨说他们对项目可交付成果不确定。若要确保项目团队按照项目范围工作，项目经理应该怎么做？

During project implementation, some team members complain that they are unsure about the project’s deliverables. What should the project manager do to ensure that the project team is working according to project scope?

A：审查执行、负责、咨询和知情（RACI）矩阵。 Review the responsible, accountable, consult, and inform (RACI) matrix.

B：更新沟通管理计划，澄清期望。 Update the communications management plan to clarify

C：与团队分享项目章程。 Share the project charter with the team.

D：将工作分解结构（WBS）分发给团队。 Distribute the work breakdown structure (WBS) to the team.

WBS（Work Breakdown Structure）指的是工作分解结构，是一种将项目分解为可管理和控制的任务或工作包的工具。它将一个大型的、复杂的项目分解成更小的、可管理的任务，将每个任务进一步分解为更小的子任务，以便于项目团队逐步理解和掌握项目的工作范围、目标和进程。选D。

5.范围管理

124、 [单选] 项目经理正在整理用于验收产品可交付成果的文件。验收可交付成果时，项目经理应该做什么？

A project manager is assembling the documents for the acceptance of product deliverables. Upon acceptance of the deliverables, what should the project manager do?

A：收尾项目可交付结果 Close the project deliverables

B：将可交付成果文件存档 Archive the deliverable documents

C：转移可交付成果的所有权 Transfer ownership of the deliverables

D：获得客户对可交付成果的反馈 Obtain customer feedback on the deliverables

收 尾 流 程
1、有收尾，先验收；
2、遇终止，要收尾。
项目收尾。项目收尾会议用于获得发起人、产品负责人或客户对交付范围的最终验收。此会议表明了产品交付工作已完成。
平民逻辑：“验收可交付成果时”，是需要获得客户对这个成果的好坏看法，同意才能验收，再进行最终验收，也就是收尾。所以选D。

13.干系人管理

125、 [单选] 在项目开工会议期间，一个干系人公开反对该项目在组织内的必要性和优先级。项目经理下一步应该做什么？

During a project kick-off meeting,one stakeholder openly rejects the project’s necessity and priority within the organization. What should the project manager do next?

A：在干系人登记册中记录该干系人的评估
Document the stakeholder’s assessment in the stakeholder register

B：将该干系人的问题升级上报给项目发起人
Escalate the stakeholder’s concern to the project sponsor

C：了解该干系人的立场，并更新风险登记册
Gain an understanding of the stakeholder’s position,and update the risk register

D：考虑该干系人的立场，并制定干系人参与计划
Consider the stakeholder’s position,and develop the stakeholder engagement plan

B

14.敏捷–角色–教练/项目经理–仆人式领导–职责–核心工作–消除障碍–小问题，让团队解决；其他问题，教练解决；–作用–促进合作–此外不要老有问题就上报吗？

126、 [单选] 一个使用新技术的复杂敏捷项目被技术挑战、不断变更的优先级、严格的截止日期和客户对敏捷交付方法的不熟悉所困扰。这种环境会给团队成员带来压力和挫折。他们中的许多人开始找项目经理，抱怨这些问题。项目经理首先应该做什么？

A complex agile project that uses a new technology has been plagued by technical challenges, constantly changing priorities, strict deadlines, and the customer’s lack of familiarity with agile delivery methods. This environment causes stress and frustration for the team members. Many of them started to come to see the project manager and complain about the issues. What should the project manager do first?

A：提交变更请求 Submit a change request

B：消除团队成员的挫败感 Absorb the frustration of the team members

C：将问题升级上报给管理层 Escalate the issue to management

D：向产品负责人介绍团队成员 Refer the team members to the product owner

出现“变更”，但是不是变更流程的问题，是团队心态问题，选B

14.敏捷–项目生命周期–特征–敏捷是持续参与；预测是在特定里程碑参与；混合型建议定期参与。

127、 [单选] 由于不确定的市场环境和即将到来的项目的复杂性，贵公司正在考虑从传统的项目管理方式向混合的项目管理方式过渡。公司要求你研究各种选择，以整合新的项目管理实践，帮助公司更接近目标。以下哪一项你最不可能推荐？

Due to an uncertain market environment and complexity of upcoming projects, your company is considering a transition from a traditional to hybrid project management approach. The company tasks you with researching various options for incorporating new project management practices that would help the company move closer to its goal. Which of the following would you least likely recommend?

A：让业务分析人员参与需求管理 Involving business analysts in requirements management

B：在初始项目规划期间增加详细程度 Increasing the level of detail during initial project planning

C：实施工具以识别复杂的项目要素 Implementing tools to identify complex project elements

D：结合敏捷、增量和迭代实践 Incorporating agile, incremental, and iterative practices

排除其他，选B

6.进度管理

128、 [单选] 一位项目经理领导着一个六人的敏捷团队。团队当前的速度和待办事项列表中剩余的故事点的数量表明项目趋向于满足进度基准。在项目执行的中途，项目发起人通知三名团队成员被重新分配到一个新的更高优先级的项目，并且不会被替换。项目经理接下来应该做什么？

A project manager is leading a six-member agile team. The team’s current velocity and the number of story points remaining in the backlog indicate that the project is trending to meet the schedule baseline. Midway into project execution, the project sponsor informs that three team members are being reassigned to a new higher priority project and will not be replaced. What should the project manager do next?

A：向发起人提供一份正式的信函，说明项目已经终止，因为用剩余的资源实现项目目标并不现实
Provide the sponsor with a formal letter that the project is terminated since achieving the project objectives is unrealistic with the remaining resources

B：请求剩余的团队成员再跑三次冲刺，以确定新的速度，这样就可以估算新的项目完成日期
Request the remaining team members to run three more sprints to determine a new velocity so that a new project completion date can be estimated

C：要求加班并为剩余的团队成员分配奖金，以弥补差距并确保项目目标的实现
Mandate the use of overtime and allocate bonuses for the remaining team members to bridge the gap and ensure that the project objectives are met

D：根据剩余的资源提交变更请求来修改进度和/或范围基准，并评估如何继续进行的选项
Submit a change request to revise the schedule and/or scope baseline based on the remaining resources and evaluate the options on how to proceed

D

9.资源管理

129、 [单选] 一个项目已获得批准，且资源管理计划已到位。项目经理联系职能经理，并要求他们所在地区的主题专家（SME）分配给项目团队。然而，由于年终收尾活动，首席财务官拒绝从其他部门分配主题专家。项目经理应该做什么？

A project has been approved and a resource management plan is in place. The project manager contacts the functional managers and asks the subject matter experts (SME) in their area to be assigned to the project team. However, due to year-end closing activities, the CFO refused to assign subject matter experts from other departments. What should the project manager do?

A：请求发起人使用他们的影响力来释放该资源
Ask the initiator to use their influence to release the resource

B：为该项目雇用一个新的永久性资源
Hire a new permanent resource for the project

C：推迟该项目直到该资源可用为止
Postpone the project until the resource is available

D：获得一个临时、技能熟练的外部资源
Obtain a temporary, skilled external resource

请大佬出手，选A

13.干系人管理

130、 [单选] 项目经理正在管理的一个跨国产品开发项目具有来自众多国家/地区的干系人，在最近与主要项目发起人举行的进展情况会议上，负责实现产品工业化的提供商惊讶地发现，自从会议以来，某需求已经发生变更，该提供商提出了关于该变更的关键顾虑，并已根据早前的需求大幅增加了资本支出。项目经理本应采取什么的不同措施来避免发生这种情况？

A multinational product development project being managed by the project manager has stakeholders from many countries/regions. In a recent progress meeting with the main project sponsors, the provider responsible for the industrialization of the product was surprised to find out. Since the meeting, a requirement has changed, the provider raised key concerns about the change, and has substantially increased capital expenditures based on earlier requirements. What different measures should the project manager take to avoid this?

A：项目经理应针对该变更请求进行详细的干系人分析，并从一开始就让该提供商参与进来，以确保他们的顾虑会得到解决。
The project manager should conduct a detailed stakeholder analysis of the change request and involve the provider from the outset to ensure that their concerns are addressed.

B：项目经理本不应该邀请该提供商参加进展情况审查会议，因为该提供商仅负责产品工业化事务，而不负责审批需求。
The project manager should not have invited the vendor to the progress review meeting because the vendor is only responsible for product industrialization, not approval requirements.

C：项目经理本不应该批准会导致项目资本支出增加的需求变更。
The project manager should not have approved a change in requirements that would result in an increase in project capital expenditure.

D：项目经理本应要求该供应商不要在进展情况审查会议上提出顾虑，因为这并非适当的场合。
The project manager should have asked the vendor not to raise concerns during the progress review meeting as this was not an appropriate occasion.

A