9月PMP^®考试模拟真题-希赛内部资料（18）

171、

A project manager is finalizing the project charter for a new project. A key stakeholder then proposes new requirements that vary slightly from the original. What should the project manager do?

A.Ask the project sponsor for additional funds to accommodate the new requirements and brainstorm other options.

B.Review the stakeholder register to reclassify the stakeholder and update the project charter with the new requirements.

C.Review the memorandum of understanding (MOU) to redefine the initial intention of the project and include the new requirements in the project charter.

D.Meet with stakeholders and the sponsor to discuss the impact of the new requirements and obtain consensus.

项目经理正在为新项目确定项目章程。此时一名关键项目相关方提出与原先略有不同的新需求。项目经理应该怎么做?

A.要求项目发起人增加额外资金以适应新需求，并对其他方案召开头脑风暴

B.审查项目相关方登记册，重新分类项目相关方，并根据新的需求更新项目章程

C.审查谅解备忘录(MOU)，重新定义项目的初始意图，并将新需求包含进项目章程中

D.与项目相关方和项目发起人开会，讨论新需求的影响，并获得一致意见

172、

In the project implementation phase, a project stakeholder asks the project manager to join the optimization of a new process. What should the project manager do?

A.To execute and perform the overall change control process.

B.To review the project with the process expert.

C.To assign the optimization project to the team.

D.To refuse to attempt of scope spreading.

在项目执行阶段，一名项目相关方要求项目经理加入一个新过程的优化。项目经理应该怎么做?

A.执行实施整体变更控制过程 B.与过程专家一起审查项目

C.将优化项目分配给团队 D.拒绝范围蔓延的尝试

173、

During a project’s execution phase, the project manager learns that some stakeholders are hesitant to accept approved changes because they believe the changes are unnecessary. These changes have minimal effect on the project’s cost and schedule baselines. What should the project manager do?

A.Execute the issue to senior management.

B.Ask the change control board (CCB) to re-review the approved changes.

C.Meet with these stakeholders do address their concerns.

D.Execute the changes since their impact is insignificant.

在项目执行阶段，项目经理了解到一些相关方认为已批准的变更是不必要的，所以他们对接受这些变更犹豫不决，这些变更对项目的成本和进度基准影响很小。项目经理应该做什么?

A.将该问题升级上报给高级管理层 B.要求变更控制委员会(CCB)重新审查批准的变更

C.与这些相关方开会，打消他们的顾虑 D.执行这些变更，因为它们的影响微不足道

174、

During the planning phase of a software development project, the company is offered an incentive to deliver the product two months earlier than the agreed upon delivery date. The project manager for the product development asks the programmer to start coding before the requirements and design are completed. Which scheduling technique is the project manager applying in this situation?

A.Crashing B.Fast implementation C.Fast tracking D.Phased implementation

在一个软件开发项目的规划阶段，如果比承诺交付时间提前两个月交付产品，公司将获得一份奖励。产品开发的项目经理让编程人员在需求和设计完成之前开始代码编写。这种情况下，项目经理在应用哪项进度技术?

A.赶工 B.快速执行 C.快速跟进 D.分阶段执行

175、

The project manager finds that the Company’s quality assurance (QA) Department may not have enough personnel to test the project product according to the contracted schedule. What should the project manager do first?

A.To review the Issue Log B.To update the Risk Register

C.To cancel certain non-critical tests D.To compress the schedule

项目经理发现公司的质量保证(QA)部门可能没有足够的人员根据合同约定的进度计划测试项目产品。项目经理首先应该怎么做?

A.审查问题日志 B.更新风险登记册 C.取消一些非关键测试 D.压缩进度计划

176、

A project manager identifies and registers multiple risk, and then drafts a risk response plan for the project. However, due to funding constraints and the sponsor’s unwillingness to create a budget for uncertain activities, the risk response plan is not approved. What should the project manager do?

A.Escalate the issue to senior stakeholders.

B.Request approval of a risk response plan that addresses the high-priority risks.

C.Review the organizational process assets regarding budget utilization from other projects.

D.Accept the sponsor’s decision, and continue with project.

项目经理识别并登记多个风险，然后为项目起草一份风险应对计划。然而，由于资金限制以及发起人不愿意为不确定的活动创建预算，风险应对计划未获批准。项目经理应该怎么做?

A.将该问题升级上报给高级相关方 B.请求批准风险应对计划，以解决高优先级风险

C. 审查有关其他项目预算利用率的组织过程资产 D.接受发起人的决定，并继续执行项目

177、

A manufacturer is experiencing a large number of returned items due to production line errors and defects. The product manager suspects that the root causes may be training and/or poor inventory purchasing and sorting processes. Which to should be utilized to determine the precise root causes of the production problems?

A.Pareto chart B.Histogram C.Quality control chart D.Ishikawa diagram

由于生产线错误和缺陷，制造商正面临大量产品退货，产品经理怀疑根本原因可能是培训和/或库存采购和货物分类流程较差，若要确定生产问题的准确的、根本原因，应使用下列哪一项工具?

A.帕累托图 B.直方图 C.质量控制图 D.石川图

178、

A company plans to hold a regional meeting, the last such meeting was unsuccessful, and the upper level asks you to ensure that the meeting will be successful. What tools would you use to analyze the problems of the last meeting and determine the successful holding of this meeting?

A.Ishikawa diagram B.Histogram C.Control chart D.Pareto chart

某公司计划举行一个区域会议，上次的类似会议没有成功，上层要求你确保这次会议能够圆满成功。为了分析上次会议的问题以及确定成功举行本次会议，你会用到什么工具?

A.石川图 B.直方图 C.控制图 D.帕累托图

179、

A project manager is developing the stakeholder engagement plan and identifies a stakeholder with a high level of power and a low level of interest in the project. How should the project manager deal with this stakeholder?

A.Manage closely B.Keep informed C.Monitor D.Keep satisfied

项目经理正在制定相关方参与计划，并识别到一位权力等级较高但在项目中兴趣较低的相关方，项目经理应该如何对待该相关方?

A.重点管理 B.随时告知 C.监督 D.令其满意

180、

Organizational restructuring occurred during a project’s implementation and a key stakeholder was replaced. The new stakeholder has high interest in the project’s success and enough influence and can significantly impact its outcome. After performing a stakeholder analysis, how should the project manager handle this new stakeholder?

A.Monitor any change in stakeholder in stakeholder expectation.

B.Keep the stakeholder informed of the project’s progress/status.

C.Ensure stakeholder is satisfied with the project’s progress/status.

D.Manage the stakeholder’s expectation closely.

在项目实施期间发生组织重组，一名关键相关方被替换。新的相关方对项目成功存在很高的兴趣并拥有足够的影响力，对项目结果产生重大影响。在执行相关方分析之后，项目经理该如何处理该新项目相关方?

A.监测相关方期望发生的任何变化。 B.保持向相关方通知项目进度/状态。

C.确保相关方满意项目进度/状态。 D.密切管理相关方的期望。