PMP高頻錯(cuò)題（4）

1、 [單選] 風(fēng)險(xiǎn)可以在風(fēng)險(xiǎn)管理過(guò)程的哪個(gè)階段被識(shí)別出來(lái)？

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

A：實(shí)施定量風(fēng)險(xiǎn)分析和識(shí)別風(fēng)險(xiǎn)

Perform Qualitative Risk Analysis and Identify Risks

B：識(shí)別風(fēng)險(xiǎn)和監(jiān)督風(fēng)險(xiǎn)

Identify Ris ks and Control Risks

C：實(shí)施定量風(fēng)險(xiǎn)分析和監(jiān)督風(fēng)險(xiǎn)

Perform Qualitative Risk Analysis and Control Risks

D：識(shí)別風(fēng)險(xiǎn)

Identify Risks

正確答案：B 你的答案：D

解析：這道題很迷惑人。一般風(fēng)險(xiǎn)是在風(fēng)險(xiǎn)識(shí)別時(shí)確認(rèn)的，但是新出現(xiàn)的風(fēng)險(xiǎn)是在風(fēng)險(xiǎn)監(jiān)控時(shí)確認(rèn)的。監(jiān)督風(fēng)險(xiǎn)-輸出-項(xiàng)目文件更新-風(fēng)險(xiǎn)登記冊(cè)（更新風(fēng)險(xiǎn)登記冊(cè)，記錄在監(jiān)督風(fēng)險(xiǎn)過(guò)程中產(chǎn)生的關(guān)于單個(gè)項(xiàng)目風(fēng)險(xiǎn)的信息，可能包括添加新風(fēng)險(xiǎn)、更新已過(guò)時(shí)風(fēng)險(xiǎn)或已發(fā)生風(fēng)險(xiǎn)，以及更新風(fēng)險(xiǎn)應(yīng)對(duì)措施，等等。）

2、 [單選] 在與相關(guān)方的項(xiàng)目計(jì)劃介紹會(huì)議上，針對(duì)一個(gè)問(wèn)題進(jìn)行了討論，并達(dá)成了一項(xiàng)協(xié)議，各方都持相同意見(jiàn)。然而，過(guò)了一段時(shí)間后，項(xiàng)目經(jīng)理又從一個(gè)主要利益相關(guān)方那里收到一封電子郵件說(shuō)他們改變主意了。他們對(duì)這個(gè)問(wèn)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(xiàng)目經(jīng)理應(yīng)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(qiáng)迫

Forcing

C：調(diào)和

Smoothing

D：撤退

Withdrawing

正確答案：A 你的答案：C

解析：管理相關(guān)方參與之人際關(guān)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(xiàng)目經(jīng)理不堅(jiān)持協(xié)議不能改變，對(duì)方需要對(duì)改變陳述理由。妥協(xié)就是尋找能讓全體當(dāng)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(qiáng)迫不改變主意不妥。C 調(diào)和求同存異，并沒(méi)解決問(wèn)題。D 撤退躲避于事無(wú)補(bǔ)。

3、 [單選] 項(xiàng)目經(jīng)理負(fù)責(zé)一個(gè)系統(tǒng)集成項(xiàng)目。執(zhí)行中管理質(zhì)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(zhì)量測(cè)試指標(biāo)，風(fēng)險(xiǎn)報(bào)告和項(xiàng)目管理計(jì)劃

Quality metrics, risk report, project management plan

B：項(xiàng)目管理計(jì)劃，經(jīng)驗(yàn)教訓(xùn)文件和范圍說(shuō)明書(shū)

Project management plan, lessons learned, scope statement

C：成本績(jī)效基線，項(xiàng)目管理計(jì)劃和進(jìn)度績(jī)效指數(shù)

Cost performance baseline, variance analysis, risk register

D：項(xiàng)目管理計(jì)劃，偏差分析和風(fēng)險(xiǎn)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(zhì)量的輸入。8.2.1.2 項(xiàng)目文件質(zhì)量測(cè)量指標(biāo)

4、 [單選] WBS及WBS詞典已經(jīng)完成，項(xiàng)目團(tuán)隊(duì)開(kāi)始識(shí)別風(fēng)險(xiǎn)。發(fā)起人找到了項(xiàng)目經(jīng)理，要求制定一個(gè)100,000美元的責(zé)任分配矩陣。項(xiàng)目的在三個(gè)國(guó)家進(jìn)行，使用人員14人。項(xiàng)目預(yù)計(jì)風(fēng)險(xiǎn)很小，而且項(xiàng)目經(jīng)理以前做了很多類似的項(xiàng)目。接下來(lái)項(xiàng)目經(jīng)理應(yīng)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(xiàng)目發(fā)起人的經(jīng)驗(yàn)教訓(xùn)

Understand the experience of the sponsor on similar projects.

B：創(chuàng)造活動(dòng)清單

Create an activity list

C：確保項(xiàng)目范圍得到了定義

Make sure the project scope is defined.

D：完成風(fēng)險(xiǎn)管理，制定責(zé)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(jīng)完成，說(shuō)明5.4創(chuàng)建WBS過(guò)程已經(jīng)完成。接下來(lái)要繼續(xù)將工作包分解為活動(dòng)。

5、 [單選] 制定項(xiàng)目章程時(shí)，一名項(xiàng)目相關(guān)方?jīng)]有提供任何意見(jiàn)。項(xiàng)目經(jīng)理反復(fù)詢問(wèn)讓該項(xiàng)目相關(guān)方提供必要的意見(jiàn)，以便完成宏觀需求。但雖然項(xiàng)目經(jīng)理努力了,情況卻沒(méi)有得到改善。項(xiàng)目經(jīng)理接下來(lái)應(yīng)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(guān)方從相關(guān)方登記冊(cè)中刪除

Remove the stakeholder from the stakeholder list.

B：與項(xiàng)目團(tuán)隊(duì)假定需求

Assume the requirements together with the project team.

C：將缺失意見(jiàn)作為一項(xiàng)目風(fēng)險(xiǎn)，添加到主要風(fēng)險(xiǎn)描述中

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

D：將該問(wèn)題上報(bào)給項(xiàng)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(jù)題意，相關(guān)方意見(jiàn)缺失是一種風(fēng)險(xiǎn)，應(yīng)該加以識(shí)別，記錄到風(fēng)險(xiǎn)登記冊(cè)中去，相關(guān)方登記冊(cè)是識(shí)別風(fēng)險(xiǎn)的輸入，所以選 C。參見(jiàn) PMBOK 2016 中 11.2.1 考點(diǎn)：識(shí)別風(fēng)險(xiǎn)。

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