PMP專題考核-范圍管理試題及答案

PMP專題考核-范圍管理一、選擇題1、項(xiàng)目經(jīng)理正在管理一個(gè)先進(jìn)的計(jì)費(fèi)系統(tǒng)項(xiàng)目。項(xiàng)目經(jīng)理已經(jīng)檢查了現(xiàn)在的計(jì)費(fèi)系統(tǒng)以及公司項(xiàng)目管理信息系統(tǒng)(PMIS)中的經(jīng)驗(yàn)教訓(xùn)知識(shí)庫(kù)。項(xiàng)目經(jīng)理將可能收集更多的系統(tǒng)需求。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？Aprojectmanagerisleadinginastate-of-theartbillingsystemproject.Theprojectmanagerhascheckedtheexistingbillingsystem,aswellasthelessonslearnedrepositoryinthecompany’sprojectmanagementinformationsystem(PMIS).Theprojectmanagerwouldliketogathermoresystemrequirements.Whatshouldtheprojectmanagerdonext?（）[單選題]*A：參考所有的行業(yè)最佳實(shí)踐

Refertoexistingindustrybestpractices.B：咨詢?nèi)魏斡薪?jīng)驗(yàn)的內(nèi)部或外部團(tuán)隊(duì)

Consultanyexperiencedinternalorexternalgroup.√C：與外部主題專家(SME)一起工作

Workwithexternalsubjectmatterexperts(SMEs).D：與內(nèi)部業(yè)務(wù)和技術(shù)支持資源一起工作

Workwithinternalbusinessandtechnicalsupportresources答案解析：解析：參考答案：B。排除法，A很難做不到，也沒有必要，BCD都對(duì)時(shí)，就要排優(yōu)先級(jí)，B相對(duì)全面。2、項(xiàng)目團(tuán)隊(duì)正在努力進(jìn)行可交付成果的工作，以滿足計(jì)劃的進(jìn)度。一名團(tuán)隊(duì)成員發(fā)現(xiàn)范圍蔓延正在影響項(xiàng)目成本。項(xiàng)目經(jīng)理應(yīng)該怎么做？Aprojectisworkinghardodeliverablestomeettheplannedschedule.Oneteammemberidentifiesthatscopecreepisaffectingprojectcosts.Whatshouldtheprojectmanagementdo?（）[單選題]*A：執(zhí)行風(fēng)險(xiǎn)評(píng)估和范圍變更管理程序

PerformriskassessmentandscopechangemanagementproceduresB：允許范圍蔓延，并與變更控制委員會(huì)(CCB)溝通以獲得批準(zhǔn)

EstimatetheimpactontheprojectandcommunicatethefindingstoprojectstakeholdersC：估算對(duì)項(xiàng)目的影響，并將結(jié)果傳達(dá)給項(xiàng)目相關(guān)方

EstimatetheimpactontheprojectandcommunicatethefindingstoprojectstakeholdersD：調(diào)查為什么會(huì)發(fā)生范圍蔓延，并立即啟動(dòng)變更管理程序

Investigatewhyscopecreepoccurredandimmediatelyinitiatechangemanagement√答案解析：參考答案：D。題干描述范圍蔓延，需要分析原因，根據(jù)情況啟動(dòng)變更流程。容易錯(cuò)選A，因?yàn)锳具備風(fēng)險(xiǎn)評(píng)估，但是后半部分提到了范圍變更管理程序，不太確切。3、項(xiàng)目經(jīng)理確信承包商正在請(qǐng)求項(xiàng)目范圍之外的工作。項(xiàng)目經(jīng)理應(yīng)該怎么做？AprojectmanagerisconvincedthatacontractscopespreaWhatshouldtheprojectmanagerdo?（）[單選題]*A：與承包商一起審查范圍說明書

Reviewthescopestatementwiththecontractor.√B：舉行項(xiàng)目評(píng)審會(huì)議以解決項(xiàng)目團(tuán)隊(duì)的問題

Holdaprojectreviewmeetingtoaddressheissuewithprojectteam.C：向發(fā)起人通知該問題

Informthesponsoroftheissue.D：創(chuàng)建變更請(qǐng)求

Createachangerequest.答案解析：參考答案：A。解析：當(dāng)對(duì)項(xiàng)目范圍發(fā)生疑問時(shí)，應(yīng)該首先查閱項(xiàng)目范圍說明書。4、項(xiàng)目經(jīng)理加入一個(gè)新的價(jià)值數(shù)百萬(wàn)美元的項(xiàng)目，要求成功實(shí)施來自各部門的可交付成果。若要成功實(shí)施該項(xiàng)目，項(xiàng)目經(jīng)理首先應(yīng)該怎么做？Aprojectmanagerjoinsanewmulti-million-dollarprojectthatrequiresdeliverablesfromvariousdepartmentstosuccessfullyimplement.Whatshouldtheprojectmanagerdofirsttosuccessfullyimplementtheproject?（）[單選題]*A：拜訪客戶以確保已為關(guān)鍵客戶相關(guān)方識(shí)別到所有溝通渠道

VisittheclienttoensurethatallcommunicationchannelshaveidentifiedforkeyclientstakeholdersB：執(zhí)行相關(guān)方分析并進(jìn)行詳細(xì)的需求會(huì)議

Performastakeholderanalysisandconductdetailedrequirementssessions√C：立即識(shí)別在該項(xiàng)目上工作的最佳資源

ImmediatelyidentitythebestresourcetoworkontheprojectD：與已經(jīng)成功向客戶交付的外部供應(yīng)商簽訂合同

Contractwithanoutsidevendorwhohasalreadysuccessfullydeliveredtotheclient答案解析：參考答案：B。解析：想要成果實(shí)施可交付成果，必須要可以確認(rèn)范圍，想要確認(rèn)范圍必須要收集清楚需求。5、項(xiàng)目經(jīng)理與項(xiàng)目團(tuán)隊(duì)開會(huì)收集需求。團(tuán)隊(duì)成員向項(xiàng)目經(jīng)理詢問相關(guān)方是否熟悉項(xiàng)目的假設(shè)條件，制約因素和可交付成果。哪一份文件將概述這些信息？Theprojectmanagermeetswiththeprojectteamtogatherrequirements.Teammembersasktheprojectmanagerifthestakeholdersarefamiliarwiththeprojectassumptions,constraints,anddeliverables.Whichdocumentwilloutlinethisinformation?（）[單選題]*A：項(xiàng)目范圍說明書

ProjectscopestatementB：工作說明書(SOW)

Statementofwork(SOW)C：項(xiàng)目章程

Projectcharter√D：建議邀請(qǐng)書(RFP)

Requestforproposal(RFP)答案解析：參考答案：C。項(xiàng)目章程是由項(xiàng)目啟動(dòng)者或發(fā)起人發(fā)布的，正式批準(zhǔn)項(xiàng)目成立，并授權(quán)項(xiàng)目經(jīng)理使用組織資源開展項(xiàng)目活動(dòng)的文件。它記錄了關(guān)于項(xiàng)目和項(xiàng)目預(yù)期交付的產(chǎn)品、服務(wù)或成果的高層級(jí)信息。項(xiàng)目章程記錄項(xiàng)目目的、項(xiàng)目概述、假設(shè)條件、制約因素，以及項(xiàng)目意圖實(shí)現(xiàn)的高層級(jí)需求。6、—個(gè)專業(yè)的項(xiàng)目團(tuán)隊(duì)正在管理一個(gè)大型項(xiàng)目。上個(gè)月，工程顧問提交了最初的設(shè)計(jì)計(jì)劃給客戶審查，項(xiàng)目經(jīng)理得知該設(shè)計(jì)因未能滿足客戶需求而被拒絕。若要確保更有利的結(jié)果，項(xiàng)目經(jīng)理應(yīng)該事先做什么？Aspecializedprojectteamismanagingalargeprojectlastmonthengineeringconsultantsubmittedtheinitialdesignproposalforclientreview.Theprojectmanagerlearnsthatthedesignhasbeenrejectedforfailingtosatisfycustomerneeds.（）[單選題]*A：制定項(xiàng)目章程

DevelopedaprojectcharterB：召開項(xiàng)目啟動(dòng)大會(huì)

Conductedakick-offmeetingC：創(chuàng)建需求跟蹤矩陣

Createdarequirementtraceabilitymatrix√D：執(zhí)行相關(guān)方分析

Performedastakeholderanalysis答案解析：參考答案：C。需求跟蹤矩陣是把產(chǎn)品需求從其來源連接到能滿足需求的可交付成果的一種表格。需求跟蹤矩陣提供了在整個(gè)項(xiàng)目生命周期中跟蹤需求的一種方法，有助于確保需求文件中被批準(zhǔn)的每項(xiàng)需求在項(xiàng)目結(jié)束的時(shí)候都能交付。7、一家公司正在冒險(xiǎn)進(jìn)入一項(xiàng)新業(yè)務(wù)，但之前在該市場(chǎng)中沒有經(jīng)驗(yàn)，項(xiàng)目經(jīng)理應(yīng)使用什么工具或技術(shù)來收集需求？Acompanyisventuringintoanewbusinessbuthasnopreviousexperienceinthatmarket.Whattoolortechniqueshouldtheprojectmanagerusetocollectrequirements?（）[單選題]*A：原型法

Prototypes√B：專家判斷

ExpertjudgementC：產(chǎn)品分析

ProductionanalysisD：制定決策

Decisionmaking答案解析：參考答案：A。由于沒有經(jīng)驗(yàn)，沒有可借鑒的組織過程資產(chǎn)。原型法是指在實(shí)際制造預(yù)期產(chǎn)品之前，先造出該產(chǎn)品的模型，并據(jù)此征求對(duì)需求的早期反饋。原型包括微縮產(chǎn)品、計(jì)算機(jī)生成的二維和三維模型、實(shí)體模型或模擬。8、客戶在用戶測(cè)試期間同意最終產(chǎn)品，但現(xiàn)在卻有另一種想法。若要解決這個(gè)問題，項(xiàng)目經(jīng)理應(yīng)該查閱哪一份文件？Theclientagreedtothefinalproductduringusertesting,butisnowhavingsecondthoughts.Whatshouldtheprojectmanagerconsulttoresolvethisissue?（）[單選題]*A：驗(yàn)收標(biāo)準(zhǔn)

AcceptancecriteriaB：質(zhì)量管理計(jì)劃

QualitymanagementplanC：需求文件

Requirementsdocumentation√D：項(xiàng)目章程

Projectcharter答案解析：正確答案：C。題目沒說新想法，是要推翻之前的決定，還是增加新的需求。但不管何種情況，項(xiàng)目經(jīng)理應(yīng)查看需求文件，核實(shí)是否符合原定的需求。而答案A驗(yàn)收標(biāo)準(zhǔn)，是默認(rèn)客戶反悔，只考慮一種情況。由此，需求文件是必須查閱，而驗(yàn)收標(biāo)準(zhǔn)是可能查閱。9、項(xiàng)目啟動(dòng)后，客戶合并業(yè)務(wù)單位，并識(shí)別額外需求。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？Aftertheprojectiskickedoff,thecustomermergesthebusinessunitsandidentifiesadditionalrequirements.Whatshouldtheprojectmanagerdonext?（）[單選題]*A：暫停項(xiàng)目

TosuspendtheprojectB：識(shí)別范圍變更以及對(duì)項(xiàng)目的影響

Toidentifyscopechangeanditsimpactontheproject√C：指示項(xiàng)目團(tuán)隊(duì)開始滿足額外需求

ToinstructtheprojectteamtostartmeetingadditionalrequirementsD：更新項(xiàng)目管理計(jì)劃和風(fēng)險(xiǎn)登記冊(cè)

ToupdatetheprojectmanagementplanandRiskRegister答案解析：正確答案：B。項(xiàng)目經(jīng)理對(duì)實(shí)施整合變更控制承擔(dān)最終責(zé)任，必需識(shí)別變更的原因及影響，并充分了解。并且額外需求屬于對(duì)項(xiàng)目范圍的變更，任何變更需要遵守整體變更流程。10、完成一個(gè)項(xiàng)目的第一個(gè)可交付成果后，一位相關(guān)方告知該可交付成果不滿足業(yè)務(wù)需求。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？Aftercompletionofaproject’sfirstdeliverable,astakeholderadvisesthatitdoesnotfulfillthebusinessrequirements.Whatshouldtheprojectmanagerdonext?（）[單選題]*A：審查工作分解結(jié)構(gòu)(WBS)字典

Reviewtheworkbreakdownstructure(WBS)dictionary.B：提交一份變更請(qǐng)求，以增加時(shí)間修正可交付成果

Submitachangerequesttoaddtimetofixthedeliverable.C：執(zhí)行確認(rèn)范圍過程

PerformtheValidateScopeprocess.√D：更新項(xiàng)目管理計(jì)劃

Updatetheprojectmanagementplan.答案解析：參考答案：C。PMBOK（6）P163-5.5確認(rèn)范圍是驗(yàn)收可交付成果的前提。相關(guān)方的說法需要先確認(rèn)一下，要將結(jié)果和范圍對(duì)比，即C。11、項(xiàng)目經(jīng)理正在執(zhí)行一個(gè)涉及不同業(yè)務(wù)部門的全公司項(xiàng)目。在一次規(guī)劃會(huì)議上，項(xiàng)目經(jīng)理注意到每個(gè)部門的具體需求不能引起其他部門的興趣，這影響到會(huì)議的質(zhì)量。若要解決這個(gè)問題，項(xiàng)目經(jīng)理應(yīng)該怎么做？Aprojectmanagerisrunningacompany-wideprojectinvolvingdifferentbusinessunits.Duringaplanningsession,theprojectmanagernoticesthateachunit'sspecificrequirementsareofnointeresttootherunits,whichaffectsthequalityofthemeeting.Whatshouldtheprojectmanagerusetoresolvespecificthis?（）[單選題]*A：石川圖和需求跟蹤矩陣

ishikawadiagramandrequirementstraceabilitymatrixB：焦點(diǎn)小組會(huì)議和思維導(dǎo)圖

FocusgroupsandmindmappingC：引導(dǎo)和親和圖

Facilitationandaffinitydiagram√D：頭腦風(fēng)暴和需求跟蹤矩陣

Brainstormingandrequirementstraceabilitymatrix答案解析：參考答案：C。PmbokP145引導(dǎo)。引導(dǎo)與主題研討會(huì)結(jié)合使用，把主要相關(guān)方召集在一起定義產(chǎn)品需求。研討會(huì)可用于快速定義跨職能需求并協(xié)調(diào)相關(guān)方的需求差異。因?yàn)榫哂腥后w互動(dòng)的特點(diǎn)，有效引導(dǎo)的研討會(huì)有助于參與者之間建立信任、改進(jìn)關(guān)系、改善溝通，從而有利于相關(guān)方達(dá)成一致意見。此外，與分別召開會(huì)議相比，研討會(huì)能夠更早發(fā)現(xiàn)并解決問題。12、一個(gè)設(shè)施改善項(xiàng)目即將完成?？蛻籼峁┝伺鷾?zhǔn)，但注意到一些小缺陷并激活保修程序，客戶現(xiàn)在對(duì)已移交的設(shè)備要求額外批準(zhǔn)的范圍。項(xiàng)目經(jīng)理即將開始額外范圍的工作。由于保修程序已生效，項(xiàng)目經(jīng)理應(yīng)查閱哪一份計(jì)劃？Afacilityimprovementprojectisnearcompletion.Theclientprovided,butnotedsomeminordefectsandactivatedthewarranty.Theclientnowrequestsadditionalapprovedscopetoequipmentthathasalreadybeenhandedover.Theprojectmanagerisabouttostartworkontheadditionalscope.Sincethewarrantyisineffect,whatplanshouldtheprojectmanagerconsult?（）[單選題]*A：質(zhì)量管理計(jì)劃

Qualitymanagementplan.B：變更管理計(jì)劃

Changemanagementplan.√C：采購(gòu)管理計(jì)劃

Procurementmanagementplan.D：需求管理計(jì)劃

Requirementmanagementplan.答案解析：參考答案：B。PMBOK（6）P169-項(xiàng)目管理計(jì)劃。范圍變更的指導(dǎo)計(jì)劃，是項(xiàng)目管理計(jì)劃——范圍管理計(jì)劃——變更管理計(jì)劃。13、一家公司計(jì)劃擴(kuò)大其公司網(wǎng)站的服務(wù)范圍。項(xiàng)目經(jīng)理開始根據(jù)批準(zhǔn)的項(xiàng)目章程收集詳細(xì)的需求。項(xiàng)目經(jīng)理應(yīng)該怎么做才能就項(xiàng)目的可交付成果達(dá)成一致意見？Acompanyplanstoexpandtheservicescopeofitscorporatewebsite.Theprojectmanagerstartstocollectdetailedrequirementsbasedontheapprovedprojectcharter.Whatshouldtheprojectmanagerdotoreachagroupconsensusontheproject’sdeliverabies?（）[單選題]*A：與相關(guān)方和主題專家(SMEs)—起召開焦點(diǎn)小組會(huì)議

Conductafocusgroupwithstakeholdersandsubjectmatterexperts(SMEs).B：與關(guān)鍵相關(guān)方一起使用引導(dǎo)技術(shù)

Usefacilitationskillswithkeystakeholders.√C：與相關(guān)方一起進(jìn)行頭腦風(fēng)暴

Brainstormwiththestakeholders.D：訪談關(guān)鍵相關(guān)方和發(fā)起人，以獲取有關(guān)需求的更多信息

Interviewkeystakeholdersandsponsorstoobtainadditionalinformationaboutrequirements.答案解析：參考答案：B。PmbokP1455.2收集需求的工具和技術(shù)引導(dǎo)與主題研討會(huì)結(jié)合使用，把主要相關(guān)方召集在一起定義產(chǎn)品需求。研討會(huì)可用于快速定義跨職能需求并協(xié)調(diào)相關(guān)方的需求差異。因?yàn)榫哂腥后w互動(dòng)的特點(diǎn)，有效引導(dǎo)的研討會(huì)有助于參與者之間建立信任、改進(jìn)關(guān)系、改善溝通，從而有利于相關(guān)方達(dá)成一致意見。14、在項(xiàng)目執(zhí)行期間，團(tuán)隊(duì)識(shí)別到幾個(gè)變更請(qǐng)求，其中包括項(xiàng)目成功所需的功能，這些功能未能包含在需求跟蹤矩陣中。若要避免這種情況，項(xiàng)目經(jīng)理事先應(yīng)該做什么？Duringprojectexecution,thelearnidentifiesseveralchangerequeststhatincludefunctionalityneededforprojectsuccess.Thesefailedtobeincludedtherequirementstraceabilitymatrix.Toavoidthis,whatshouldtheprojectmanagerdobeforehand?（）[單選題]*A：創(chuàng)建工作分解結(jié)構(gòu)(WBS)

Createdaworkbreakdownstructure(WBS)B：定義范圍

definedthescope√C：核實(shí)范圍

ValidatedthescopeD：控制范圍

Contro11edthescope答案解析：參考答案：B。PMBOK（6）P150-5.3需求跟蹤矩陣是定義范圍的輸出項(xiàng)。15、項(xiàng)目經(jīng)理與相關(guān)方一起召開一次引導(dǎo)式研討會(huì)，以收集產(chǎn)品需求并制定需求跟蹤矩陣。系統(tǒng)開發(fā)人員無(wú)法參加該研討會(huì)，但請(qǐng)求一份會(huì)議記錄以審查和確認(rèn)輸出。看完會(huì)議記錄后，系統(tǒng)開發(fā)人員反饋說列出的功能需求與用戶的需求無(wú)關(guān)。若要解決這種情況，項(xiàng)目經(jīng)理應(yīng)該怎么做？Aprojectmanagerfacilitateaworkshopwithstakeholderstogatherproductrequirementsanddeveloparequirementstraceabilitymatrix.Thesystemdeveloperwasunabletoattendtheworkshop,butrequestedacopyoftheminutestoreviewandvalidatetheoutput.Thesystemdeveloperthenprovidesfeedbackthatthelistedfunctionalrequirementsdonotmakesensewhencompetedagainsttheuserrequirements.Whatshouldtheprojectmanagerdotoaddressthis?（）[單選題]*A：建議系統(tǒng)開發(fā)人員參與下次審查會(huì)議

Advicethesystemdevelopertoattendthenextreviewmeeting.B：通知系統(tǒng)開發(fā)人員與用戶一起審查需求

Informthesystemdevelopertoreviewtherequirementswithusers.C：更新需求跟蹤矩陣以包含需求的相關(guān)關(guān)系

Updatetherequirementstraceabilitymatrixtoincludetherelevantrelationshipsoftherequirements.√D：要求系統(tǒng)開發(fā)人員提交變更請(qǐng)求

Askthesystemdevelopertosubmitachangerequest.答案解析：參考答案：C。PmbokP14需求跟蹤矩陣需求跟蹤矩陣是把產(chǎn)品需求從其來源連接到能滿足需求的可交付成果的一種表格。使用需求跟蹤矩陣，把每個(gè)需求與業(yè)務(wù)目標(biāo)或項(xiàng)目目標(biāo)聯(lián)系起來，有助于確保每個(gè)需求都具有商業(yè)價(jià)值。16、一家工程咨詢公司的設(shè)計(jì)師已完成設(shè)計(jì)開發(fā)并發(fā)布設(shè)計(jì)用于生產(chǎn)，在核實(shí)可交付成果過程中發(fā)現(xiàn)設(shè)計(jì)標(biāo)準(zhǔn)發(fā)生了變化，已生產(chǎn)的可交付成果不符合新標(biāo)準(zhǔn)。若要避免這個(gè)問題，項(xiàng)目經(jīng)理應(yīng)該事先實(shí)施哪個(gè)規(guī)劃過程？Adesignerforanengineeringconsultingcompanyhascompletesthedesignandreleasesitforproduction.Duringthedeliverableverificationprocess,itisdiscoveredthatthedesignstandardwaschanged,andthattheproduceddeliverablefailstocomplywithit.Whatplanningprocessshouldtheprojectmanagerhaveimplementedtoavoidthisissue?（）[單選題]*A：項(xiàng)目整合管理

ProjectIntegrationManagementB：控制質(zhì)量

ControlQualityC：規(guī)劃范圍管理

PlanScopeManagement√D：規(guī)劃質(zhì)量管理

PlanQualityManagement答案解析：參考答案：C。PMBOK（6），P155,項(xiàng)目范圍說明書中包含了驗(yàn)收標(biāo)準(zhǔn)。此題為變更的驗(yàn)收標(biāo)準(zhǔn)沒有落實(shí)到供應(yīng)商處，屬于范圍失控。故選C17、項(xiàng)目發(fā)起人通知項(xiàng)目經(jīng)理，即使已完成的項(xiàng)目符合進(jìn)度計(jì)劃，在預(yù)算范圍滿足范圍需求，但客戶對(duì)最終產(chǎn)品感到不滿意。若要避免這種情況，項(xiàng)目經(jīng)理應(yīng)該事先做什么？Theprojectsponsorinformsaprojectmanagerthateventhoughacompletedprojectwasonschedule,withinbudget,andmetscoperequirements,thecustomerisunsatisfiedwiththefinalproduct.Whatshouldtheprojectmanagerhavedonetoavoidthis?（）[單選題]*A：在制定質(zhì)量管理計(jì)劃的同時(shí)安排更多的會(huì)議

Scheduledmoremeetingswhiledevelopingaqualitymanagementplan.B：確?？山桓冻晒腺|(zhì)量控制測(cè)量結(jié)果中列出的要求

Ensurethatdeliverablesmeettherequirementslistedinthequalitycontrolmeasurements.C：實(shí)施石川圖工具

ImplementtheIshikawadiagramtool.D：完成需求跟蹤矩陣

Completetherequirementstraceabilitymatrix.√答案解析：參考答案：D。PMBOK（5），P138，進(jìn)度和預(yù)算均符合要求，但客戶不滿意，應(yīng)是范圍不滿足，也就是客戶需求跟蹤落實(shí)不到位，應(yīng)提前完成需求跟蹤矩陣。故選D。18、—家跨國(guó)公司的組織單位有大量的產(chǎn)品增強(qiáng)功能待辦事項(xiàng)，這些產(chǎn)品增強(qiáng)功能是暫時(shí)保留的用戶故事。待批準(zhǔn)的預(yù)算申請(qǐng)?jiān)谏现塬@得批準(zhǔn)。作為初始程序的一部分，新指派的項(xiàng)目經(jīng)理應(yīng)該做什么？AnorganizationunitofamultinationalcorporationhasaverylargebackingofproductenhancementsdescribedasuserstoriesonholThependingbudgetwasapprovedlastweek.Whatshouldthenewlyassignedprojectmanagerdoaspartofinitialprocedures?（）[單選題]*A：記錄項(xiàng)目生命周期和方法討論需求

Documenttheprojectlifecycleandmethodologyrequirements√B：為所有用戶故事制定一份進(jìn)度計(jì)劃

PrepareascheduleforalluserstoriesC：對(duì)所有用戶故事執(zhí)行風(fēng)險(xiǎn)評(píng)估

PerformaariskassessmentofatuserstoriesD：根據(jù)以前相同產(chǎn)品的項(xiàng)目分配資源

Assignresourcebasedonpreviousprojectsforthesameproduct答案解析：正確答案：A。PMBOK（6）P145-人際關(guān)系與團(tuán)隊(duì)技能-用戶故事。用戶故事是對(duì)所需功能的簡(jiǎn)短文字描述，經(jīng)常產(chǎn)生于需求研討會(huì)。用戶故事描述哪個(gè)相關(guān)方將從功能中受益（角色），他需要實(shí)現(xiàn)什么（目標(biāo)），以及他期望獲得什么利益（動(dòng)機(jī)），通常采用敏捷開發(fā)方法。選項(xiàng)BC：“為所有用戶故事”錯(cuò)誤。選項(xiàng)D：“根據(jù)以往相同產(chǎn)品的項(xiàng)目”錯(cuò)誤，每個(gè)項(xiàng)目具有獨(dú)特性，經(jīng)驗(yàn)不能照搬復(fù)用。19、項(xiàng)目經(jīng)理與項(xiàng)目相關(guān)方和團(tuán)隊(duì)成員開會(huì)，審查范圍管理計(jì)劃、批準(zhǔn)的章程和其他需求文檔、專家判斷和引導(dǎo)技術(shù)用于制定所需產(chǎn)品的詳細(xì)描述。項(xiàng)目經(jīng)理還應(yīng)使用哪一項(xiàng)其他輸入？Aprojectmanagermeetswithprojectstakeholdersandteammemberstoreviewthescopemanagementplan,theapprovedcharter,andotherrequirementsdocumentation.Expertjudgementandfacilitationareusedtodevelopadetaileddescriptionoftheproductrequired.Whatotherinputshouldtheprojectmanageruse?（）[單選題]*A：過往項(xiàng)目的經(jīng)驗(yàn)教訓(xùn)

LessonslearnedregisterfrompreviousprojectsB：假設(shè)日志

Assumptionlog√C：相關(guān)方登記冊(cè)

StakeholderregisterD：需求跟蹤矩陣

Requirementstraceabilitymatrix答案解析：正確答案：B。PMBOK（6）P150-5.3定義范圍。輸入項(xiàng)目章程、項(xiàng)目管理計(jì)劃、需求文件、假設(shè)日志、風(fēng)險(xiǎn)登記冊(cè)等項(xiàng)目文件、事業(yè)環(huán)境因素和組織過程資產(chǎn)。選項(xiàng)A：過往的經(jīng)驗(yàn)教訓(xùn)已經(jīng)考慮到需求文檔中了。選項(xiàng)C：相關(guān)方登記冊(cè)不是定義范圍過程的輸入。選項(xiàng)D：需求跟蹤矩陣不是定義范圍過程的輸入。20、項(xiàng)目經(jīng)理負(fù)責(zé)管理一個(gè)處于執(zhí)行階段的項(xiàng)目，并希望審查項(xiàng)目范圍以進(jìn)行成本結(jié)算，項(xiàng)目經(jīng)理發(fā)現(xiàn)在工作分解結(jié)構(gòu)(WBS)中遺漏了一項(xiàng)可交付成果。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？Aprojectmanagerassumesaprojectduringitsexecutionstageandwantstoreviewtheprojectscopeforcostsettlement.Theprojectmanagerdiscoversthatsomedeliverablesweremissedintheworkbreakdownstructure(WBS).Whatshouldtheprojectmanagerdofirst?（）[單選題]*A：詢問相關(guān)方是否需要添加這些遺漏的可交付成果

AskthestakeholdersifthesemisseddeliverablesneedtobeaddedB：請(qǐng)求項(xiàng)目管理辦公室(PMO)批準(zhǔn)這頊工作的額外資金

Requestthattheprojectmanagementoffice(PMO)approveadditionalfundsforthisworkC：根據(jù)100%的規(guī)則將工作添加到WBS中，并重新計(jì)算項(xiàng)目總成本

AddtheworktotheWBSaccordingtothe100percentruleandrecalculatethetotalprojectcost√D：要求主題專家(SMEs)檢查這些可交付成果是否有必要

Asksubjectmatterexperts(SMEs)tocheckwhetherthesedeliverablesarenecessary答案解析：參考答案：C解析：PMBOK（6）P167-5.6控制范圍。監(jiān)督項(xiàng)目和產(chǎn)品的范圍狀態(tài)，管理范圍基準(zhǔn)變更。在整個(gè)項(xiàng)目期間保持對(duì)范圍基準(zhǔn)的維護(hù)，且需要在整個(gè)項(xiàng)目期間開展。21、項(xiàng)目經(jīng)理被任命管理一個(gè)現(xiàn)有項(xiàng)目，需要了解項(xiàng)目可交付成果，項(xiàng)目經(jīng)理應(yīng)該參考下列哪一份文件？Aprojectmanagerisassignedtoanexistingprojectandneedstounderstandtheprojectdeliverables.Theprojectmanagershouldrefertowhichofthefollowing?（）[單選題]*A：項(xiàng)目章程

ProjectcharterB：項(xiàng)目需求規(guī)范

ProjectrequirementsspecificationC：項(xiàng)目范圍說明書

Projectscopestatement√D：項(xiàng)目進(jìn)度表

Projectschedule答案解析：參考答案：C。解析：PMBOK（6）P151-項(xiàng)目范圍說明書包括了產(chǎn)品范圍描述、驗(yàn)收標(biāo)準(zhǔn)、可交付成果、除外責(zé)任、制約因素和假設(shè)條件。22、項(xiàng)目經(jīng)理正在努力識(shí)別一個(gè)大型項(xiàng)目的完整范圍。項(xiàng)目經(jīng)理應(yīng)該審查什么？Aprojectmanagerisstrugglingtoidentifythecompletescopeofalargeproject.Whatshouldtheprojectmanagerreview?（）[單選題]*A：項(xiàng)目進(jìn)度計(jì)劃

ProjectscheduleB：工作分解結(jié)構(gòu)(WBS)和排列活動(dòng)順序

Workbreakdownstructure(WBS)andsequenceactivitiesC：網(wǎng)絡(luò)圖

NetworkdiagramD：項(xiàng)目章程和需求文檔

Projectcharterandrequirementsdocumentation√答案解析：參考答案：D。解析：PMBOK（6）P150-5.3圖表?？键c(diǎn)是定義范圍的輸入。23、一名工程師正在從事一個(gè)設(shè)施升級(jí)項(xiàng)目。在項(xiàng)目可交付成果目的說明會(huì)上，承包商詢問了多個(gè)工程師無(wú)法回答的問題。會(huì)議結(jié)束后，工程師讓承包商根據(jù)他們自已對(duì)可交付成果的理解提交建議書。若要獲得更為明確的可交付成果愿景，項(xiàng)目經(jīng)理應(yīng)事先完成哪一項(xiàng)？Anengineerisconductingafacilityupgradeproject.Duringameetingtoexplaintheintentofthedeliverable,contractorsaskmultiplequestionsthattheengineerisunabletoanswer.Attheendofthemeeting,theengineerasksthecontractorstosubmitproposalsbasedontheirownunderstandingofthedeliverable.Whatshouldtheprojectmanagerhavecompletedtoobtainaclearervisionofthedeliverable?（）[單選題]*A：工作分解結(jié)構(gòu)(WBS)

Workbreakdownstructure(WBS)B：項(xiàng)目管理計(jì)劃

ProjectmanagementplanC：項(xiàng)目范圍

Projectscope√D：項(xiàng)目章程

Projectcharter答案解析：參考答案：C。解析：PMBOK（6）P154，項(xiàng)目范圍說明書是對(duì)項(xiàng)目范圍、主要可交付成果、假設(shè)條件和制約因素的描述。本題問的是甲方的PM本應(yīng)該事先完成而沒有完成哪一項(xiàng)。24、項(xiàng)目經(jīng)理應(yīng)使用什么工具來向客戶證明最終產(chǎn)品需求滿足業(yè)務(wù)需求？Whattoolshouldtheprojectmanagerusetodemonstratetothecustomerthatthefinalproductmeetsthebusinessneeds?（）[單選題]*A：工作分解結(jié)構(gòu)

WorkbreakdownstructureB：項(xiàng)目范圍說明書

ProjectscopestatementC：需求跟蹤矩陣

Requirementstraceabilitymatrix√D：項(xiàng)目管理計(jì)劃

Projectmanagementplan答案解析：參考答案：C。解析：PMBOK（6）P148-需求跟蹤矩陣是把產(chǎn)品需求從其來源連接到能滿足需求的可交付成果的一種表格。需求跟蹤矩陣提供了在整個(gè)項(xiàng)目生命周期中跟蹤需求的一種方法，有助于確保需求文件中被批準(zhǔn)的每項(xiàng)需求在項(xiàng)目結(jié)束的時(shí)候都能交付。25、創(chuàng)建工作分解結(jié)構(gòu)（WBS）時(shí)，項(xiàng)目經(jīng)理必須分解一項(xiàng)名為“招標(biāo)”的任務(wù)。項(xiàng)目經(jīng)理使用什么來進(jìn)一步細(xì)分任務(wù)？Whilecreatingaworkbreakdownstructure(WBS),aprojectmanagermustdecomposeatasktitled“solicitbids.”Whatcantheprojectmanagerusetofurthersubdividethetask?（）[單選題]*A：石川圖

IshikawadiagramB：關(guān)鍵鏈法(CCM)

Criticalchainmethod(CCM)C：專家判斷

Expertjudgment√D：類比估算

Analogousestimating答案解析：參考答案：C。解析：PMBOK（6）P156-5.4圖表?？键c(diǎn)創(chuàng)建WBS的工具—專家判斷。26、項(xiàng)目經(jīng)理已經(jīng)在一個(gè)項(xiàng)目上工作了三個(gè)月，該項(xiàng)目是關(guān)于在公司的網(wǎng)站上發(fā)布了一個(gè)新功能，然而，一位關(guān)鍵相關(guān)方感到不滿，因?yàn)榭山桓冻晒茨軡M足他們的期望。項(xiàng)目經(jīng)理應(yīng)該參考什么文件？Aprojectmanagerhasbeenworkingforthreemonthsonaprojecttolaunchanewfunctionalityinacompany’swebsite.However,akeystakeholderisdissatisfiedbecausethedeliverablefailstomeettheirexpectations.Whatdocumentshouldtheprojectmanagerconsult?（）[單選題]*A：范圍管理計(jì)劃

ScopemanagementplanB：項(xiàng)目范圍說明書

ProjectscopestatementC：需求跟蹤矩陣

Requirementstraceabilitymatrix√D：需求文件

Requirementsdocumentation答案解析：參考答案：C解析：PMBOK（6）P148-需求跟蹤矩陣連接需求與項(xiàng)目目標(biāo)。27、項(xiàng)目經(jīng)理了解到，一名團(tuán)隊(duì)成員變更客戶需求以提供更高價(jià)值，并且實(shí)施這一變更的工作已經(jīng)開始，項(xiàng)目經(jīng)理應(yīng)該怎么做？AprojectmanagerlearnsthatalearnmemberchangedacustomerrequirementtoprovidehighervalueandthatworktoimplementthischangehasalreadystarteWhatshouldtheprojectmanagerdo?（）[單選題]*A：將該問題上報(bào)給項(xiàng)目發(fā)起人

Escalatetheissuetotheprojectsponsor.B：指示該團(tuán)隊(duì)成員立即修改工作，滿足客戶的原始需要

Directtheteammembertoimmediatelyrevisetheirworktomeetthecustomer’soriginalrequirement.C：指示該團(tuán)隊(duì)成員停止對(duì)變更的工作，直到收到變更控制委員會(huì)(CCB)的批準(zhǔn)

Instructtheteammembertostopworkingonthechangeuntilreceiptofchangecontrolboard(CCB)approval.√D：批準(zhǔn)該變更，并將其記錄在變更日志中

Approvethechangeanddocumentitinthechangelog.答案解析：正確答案：C。5.6控制范圍鍍金，當(dāng)出現(xiàn)鍍金或范圍蔓延時(shí)，項(xiàng)目經(jīng)理應(yīng)指示立即停止超出的工作，直到變更通過28、一個(gè)大型項(xiàng)目正處于收尾階段，客戶拒絕簽署同意項(xiàng)目可交付成果，提及之前從未討論過的需求，項(xiàng)目經(jīng)理要求與客戶開會(huì)，以討論該問題。在會(huì)議之前應(yīng)該查閱下列哪一項(xiàng)？Alargeprojectisinitsclosurephase,Theclientrefusestosignoffonprojectdeliverables,cititingrequirementsthatwerenotpreviouslydiscussed,Theprojectmanagerrequestsameetingwiththeclienttodiscusstheissue.Whatshouldbeconsultedpriortothismeeting?（）[單選題]*A：工作績(jī)效數(shù)據(jù)

WorkperformancedataB：驗(yàn)收標(biāo)準(zhǔn)

AcceptancecriteriaC：經(jīng)驗(yàn)教訓(xùn)儲(chǔ)存庫(kù)

LessonslearnedrepositoryD：需求跟蹤矩陣

Requirementstraceabilitymatrix√答案解析：正確答案：D。需求跟蹤矩陣需求跟蹤矩陣是把產(chǎn)品需求從其來源連接到能滿足需求的可交付成果的一種表格。是否是新的需求，可以通過查看需求跟蹤矩陣得知。29、一個(gè)組織變更管理項(xiàng)目包含來自不同部門的相關(guān)方，項(xiàng)目經(jīng)理與所有相關(guān)方訪談，以收集項(xiàng)目需求，但有些需求似乎不切實(shí)際并且超出范圍。項(xiàng)目經(jīng)理應(yīng)該怎么做？Anorganizationalchangemanagementprojectincludesstakeholdersfromvariousdepartments,andtheprojectmanagerinterviewsallstakeholderstocollectprojectrequirements,butsomeappeartobeunrealisticandoutofscope.Whatshouldaprojectmanagerdo?（）[單選題]*A：記錄需要澄清和分析的所有需求

Documentallrequirementstobeclarifiedandanalyzed√B：從需求文件中排除低層級(jí)需求

Excludethelow-levelrequirementsfromtherequirementsdocumentC：將所有需求包含進(jìn)工作說明書(SOW)中

includedallrequirementsinthestatementofwork(SOW)D：更新相關(guān)方登記冊(cè)以包含這些需求

Updatethestakeholdersregistertoincludetherequirements答案解析：正確答案：A。不是所有需求都要滿足和實(shí)現(xiàn)，要管理和篩選。A沒有問題；需求只分必要不必要，不分低級(jí)高級(jí)；C本末倒置；D杜撰。30、在項(xiàng)目執(zhí)行期間，項(xiàng)目發(fā)起人通知項(xiàng)目經(jīng)理，現(xiàn)金流制約因素已經(jīng)導(dǎo)致原始預(yù)算資金不可用。項(xiàng)目發(fā)起人修改資金可用性，并要求項(xiàng)目經(jīng)理繼續(xù)執(zhí)行已減少活動(dòng)的項(xiàng)目。項(xiàng)目經(jīng)理首先應(yīng)該做什么？Duringprojectexecution,aprojectsponsorinformstheprojectmanagerthatcashflowconstraintshavecausedtheoriginallybudgetedfundstobecomeunavailable.Theprojectsponsorrevisesfundavailabilityandaskstheprojectmanagertocontinuetheprojectwithreducedactivities.Whatshouldtheprojectmanagerdofirst?（）[單選題]*A：生成變更請(qǐng)求

Generateachangerequest.√B：更新項(xiàng)目管理計(jì)劃

Updatetoprojectmanagementplan.C：更新工作分解結(jié)構(gòu)(WBS)

Updatetheworkbreakdownstructures(WBS).D：接受請(qǐng)求并繼續(xù)執(zhí)行項(xiàng)目

Accepttherequestandcontinuetheproject.答案解析：正確答案：A?；顒?dòng)減少，即削減范圍（是預(yù)算不夠的正確做法），但削減范圍屬于范圍變更，必須走變更流程。31、在項(xiàng)目執(zhí)行兩年后，項(xiàng)目經(jīng)理確信項(xiàng)目范圍將按照承諾交付，項(xiàng)目團(tuán)隊(duì)按計(jì)劃工作，所有問題都得到迅速解決，在完成日期前兩個(gè)月，首席執(zhí)行官命令執(zhí)行一項(xiàng)范圍變更，項(xiàng)目經(jīng)理應(yīng)該怎么做？Twoyearsaftertheprojectwasimplemented,theprojectmanagerisconfidentthatthescopewillbedeliveredaspromised,Theteamisworkingasplanned,andallissuesareresolvedquickly.Twomonthsbeforethecompletiondate,theCEOordersachangeinscope.Whatshouldtheprojectmanagerdo?（）[單選題]*A：因?yàn)闀?huì)對(duì)進(jìn)度和預(yù)算產(chǎn)生負(fù)面影響，建議首席執(zhí)行官重新考慮該范圍變更

SuggestthattheCEOreconsiderthescopechangeduetonegativeimpactonscheduleandbudgetB：向首席執(zhí)行官詢問該范圍變更的原因，討論潛在影響，然后采取適當(dāng)?shù)拇胧?/p>

AsktheCEOaboutthereasonsforthescopechange,discussthepotentialimpact,andthentakeappropriatesteps√C：告知首席執(zhí)行官，必須通過適當(dāng)?shù)那肋M(jìn)行該范圍變更

InformtheCEOthatthescopechangemustbedonethroughtheproperchannelsD：向前推進(jìn)并按要求記錄該范圍變更

Moveforwardanddocumentthescopechangeasrequired答案解析：正確答案：B。范圍變更，走變更流程。變更請(qǐng)求，變更請(qǐng)求需要經(jīng)過實(shí)施整體變更控制過程（見4.6節(jié)）的審查和處理。32、在執(zhí)行一個(gè)新產(chǎn)品開發(fā)項(xiàng)目期間，一位關(guān)鍵相關(guān)方要求添加一項(xiàng)功能，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？Duringtheexecutionofanewproductdevelopmentproject,akeystakeholderrequeststheadditionofafeature.Whatshouldtheprojectmanagerdonext?（）[單選題]*A：分析該變更的影響

Analyzetheimpactofthechange√B：更新變更日志

UpdatethechangelogC：拒絕該變更

RejectthechangeD：尋求項(xiàng)目發(fā)起人的批準(zhǔn)

seekthesponsor’sapproval答案解析：正確答案：A。變更問題，走變更流程，A符合。B更新變更日志多在變更批準(zhǔn)或否決之后。33、一家公司計(jì)劃改進(jìn)其計(jì)算機(jī)系統(tǒng)，為其用戶提供增值功能。項(xiàng)目經(jīng)理需要從位于全球各地的大量員工那里收集需求，并且需要快速周轉(zhuǎn)。項(xiàng)目經(jīng)理應(yīng)該怎么做？Acompanyplanstorevampitscomputersystemtoprovidevalue-addedfeaturesforitsclients.TheProjectmanagersneedstocollectrequirementsfromalargenumberofstaffmemberslocatedglobally,andaquickturnaroundisrequired,Whatshouldtheprojectmanagerdo?（）[單選題]*A：要求所有相關(guān)方參與虛擬研討會(huì)

InviteallstakeholderstoavirtualworkshopB：與選中的客戶一起召開現(xiàn)場(chǎng)研討會(huì)

Organizeon-siteworkshopwithselectedclientsC：向海外員工分發(fā)問卷調(diào)查

Distributequestionnairesandsurveystooverseasstaff√D：確保收集需求符合時(shí)間限制

Ensurethatcollectingrequirementswillmeetthetimeconstraints答案解析：正確答案：C。PMBOK-。向大量受眾收集需求，用問卷調(diào)查。題目關(guān)鍵詞是收集需求，定位于收集需求過程組，怎么做則是問的工具技術(shù)，題目中面向全球各地大量員工且要需要快速周轉(zhuǎn)，完全符合問卷調(diào)查的特征，受眾多且多樣，地理位置分散，需要快速完成，選擇C最為方便且能解決問題。34、準(zhǔn)備驗(yàn)收文件時(shí)，項(xiàng)目經(jīng)理意識(shí)到未能包含兩個(gè)功能。開發(fā)人員表示，雖然這些功能不完整，但客戶不會(huì)注意到。公司需要為該開發(fā)項(xiàng)目開具發(fā)票并收取付款，以支付未來六個(gè)月的工資。項(xiàng)目經(jīng)理應(yīng)該怎么做？Whilepreparingtheacceptancedocument,theprojectmanagerrealizedthattwofeaturesfailedtobeincludeTheDeveloperstatesthatalthoughthesefeaturesareincomplete,thecustomerswillnotnotice.Thecompanyneedstoinvoiceandreceivepaymentsforthisprojecttocoversalariesforthenextsixmonths.Whatshouldaprojectmanagerdo?（）[單選題]*A：根據(jù)開發(fā)人員的意見準(zhǔn)備驗(yàn)收文件

Preparetheacceptancedocumentsbasedonthedeveloper’scommentB：在準(zhǔn)備驗(yàn)收文件之前包含這些功能

IncludethefeaturespriortopreparingtheacceptancedocumentC：審查需求管理計(jì)劃

ReviewtherequirementsmanagementplanD：提交變更請(qǐng)求

Submitachangerequests√答案解析：正確答案：D。5.5確認(rèn)范圍，本題為職業(yè)道德問題，不能欺騙客戶，有錯(cuò)必改。題目中表示發(fā)現(xiàn)功能不完整，項(xiàng)目范圍有遺失，需要提變更請(qǐng)求進(jìn)行補(bǔ)救，開發(fā)人員的說法不符合情理，道德問題，A錯(cuò)誤，B是變更請(qǐng)求被批準(zhǔn)之后的事情，題目中已發(fā)現(xiàn)，C不需要再去審查需求，D為正確選項(xiàng)。35、在項(xiàng)目章程獲得批準(zhǔn),實(shí)施新的會(huì)計(jì)制度之后，項(xiàng)目經(jīng)理試圖了解會(huì)計(jì)部門的結(jié)構(gòu)和流程。項(xiàng)目經(jīng)理下一步應(yīng)該創(chuàng)建什么？Followingprojectcharterapprovaltoimplementanewaccountingsystem.theprojectmanagertriestounderstandtheaccountingdepartment’sstructureandprocesses.Whatshouldtheprojectmanagercreatenext?（）[單選題]*A：項(xiàng)目基準(zhǔn)

ProjectbaselineB：范圍管理計(jì)劃

Scopemanagementplan√C：商業(yè)案例

BusinesscaseD：項(xiàng)目范圍說明書

Projectscopestatement答案解析：正確答案：B。pmbokp82制定項(xiàng)目管理計(jì)劃是定義、準(zhǔn)備和協(xié)調(diào)項(xiàng)目計(jì)劃的所有組成部分，并把它們整合為一份綜合項(xiàng)目管理計(jì)劃的過程。創(chuàng)建項(xiàng)目章程之后，就是開始創(chuàng)建項(xiàng)目管理計(jì)劃，只有B選項(xiàng)是項(xiàng)目管理計(jì)劃的子計(jì)劃。36、一個(gè)項(xiàng)目剛剛完成啟動(dòng)階段，項(xiàng)目經(jīng)理正在開始該項(xiàng)目的需求收集過程。相關(guān)方都位于同一地點(diǎn)，但來自優(yōu)先級(jí)有沖突的不同部門。之前的項(xiàng)目經(jīng)理經(jīng)常被要求在執(zhí)行階段包含新的范圍，導(dǎo)致項(xiàng)目預(yù)算的計(jì)劃外增加并延長(zhǎng)商定的進(jìn)度計(jì)劃。在滿足所有相關(guān)方需求的同時(shí)，項(xiàng)目經(jīng)理應(yīng)該如何及時(shí)收集需求？Aprojectmanagerisbeginningtherequirementsgatheringprocesslotaprojectthathasjustcompletedtheinitiationphase.Projectstakeholdersareallinthesamelocationbutcomefromdifferentdepartmentswithconflictingpriorities.Previousprojectmanagershaveoftenbeenrequiredtoincludenewscopeduringtheexecutionphase,causingunplannedincreasetotheprojectbudgetanddelayingtheuponschedule,whatshouldtheprojectmanagerdotogathertherequirementsinatimelymannerwhilemeetingtheneedsofallstakeholders?（）[單選題]*A：與所有相關(guān)方一起召開需求收集會(huì)議，以記錄初始范圍，然后將其分解為可完成的小部分可管理工作

Conductarequirementsgatheringsessionwithallstakeholderstodocumenttheinitialscopeandthenbreakitintosmallerpiecesofmanageableworkthatcanbecompleted√B：與所有項(xiàng)目相關(guān)方一起召開需求收集會(huì)議，以記錄全部需求，然后關(guān)閉項(xiàng)目工作說明書(SOW)并拒絕任何新需求

Conductarequirementsgatheringsessionwithallstakeholderstodocumentfullrequirements,thenclosethestatementofwork(SOW)andrejectanynewrequirementsC：分別與最重要的相關(guān)方開會(huì)進(jìn)行需求收集，然后僅在工作說明書中更新這些相關(guān)方的新需求

IndividuallyMeetwiththemostimportantstakeholdersforrequirementsgathering,thenupdatetheSOWwithnewrequirementsonlyfromthesestakeholdersD：?jiǎn)为?dú)與所有相關(guān)方開會(huì)以記錄范圍，然后通過變更請(qǐng)求過程處理任何其他高優(yōu)先級(jí)需求

individuallymeetwithallstakeholderstodocumentthescope,andthenhandleanyadditionalhigh-priorityrequirementsthroughthechangerequestprocess答案解析：正確答案：A。pmbokp138-5.2收集需求。收集需求是為實(shí)現(xiàn)目標(biāo)而確定、記錄并管理相關(guān)方的需要和需求的過程。題目中問的是如何收集需求，按排除法來選只有A最合適。37、在一個(gè)軟件項(xiàng)目章程獲得批準(zhǔn)后，項(xiàng)目經(jīng)理計(jì)劃收集相關(guān)方、解決方案以及產(chǎn)品需求。兩位關(guān)鍵相關(guān)方離開項(xiàng)目，由位于不同時(shí)區(qū)的人員取代。若要完成需求跟蹤矩陣，項(xiàng)目經(jīng)理應(yīng)該怎么做？Afterasoftwareprojectcharterisapproved,theprojectmanagerplanstogatherstakeholders,solutionsandproductrequirements.Twokeystakeholdersleavetheprojectandarereplacedbypeoplelocatedindifferenttimezones.Whatshouldtheprojectmanagerdotocompletetherequirementstraceabilitymatrix?（）[單選題]*A：使用名義小組技術(shù)收集多個(gè)地區(qū)的意見

UsethenominalgrouptechniquetocollectmultiplelocationinputsB：安排一次聯(lián)合應(yīng)用設(shè)計(jì)(JAD)研討會(huì)

Facilitateajointapplicationdesign(JAD)workshop√C：舉行多次虛擬會(huì)議

ConductmultiplholdvirtualmeetingsD：執(zhí)行站點(diǎn)順序需求審查

Performsite-sequentialrequirementsreviews答案解析：正確答案：B。PMBOK5.2.2收集需求：工具與技術(shù)，引導(dǎo)。如何向眾多相關(guān)方收集需求，用引導(dǎo)式研討會(huì),B