プログラム模擬テスト (解答) - まとめ - マネジャー - プログラム | 湖心小筑 = 冴羽　逸秋 = 欲を捨てて、今を生きる！

人は、自分自身のために生きるより、他人のために生きるほうが、満足が大きいのだ

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# A 卷

A. Direct the operations manager to allocate a resource to the program to ensure that knowledge transfer and process development occur before closure
B. Direct the operations manager to allocate the necessary resources to establish proper plans for accepting the benefits and processes after program closure.
C. Direct the program manager to develop the necessary plans to ensure benefits can be transitioned and sustained after program closure
D. Direct the program manager to assess the impact of this change and follow the established change management process

项目集结束后将在数年内产生收入。负贵项目集结束后收益管理的项目集经理和运营经理意见不一致。运营经理担心，项目集结束后，管理流程和收益所需的信息将不可用。项目集经理表示，在项目集结束后管理收益不在范围内，必须通过范围管理计划进行管理。项目集发起人应该做什么？

A. 指导运营经理为项目集分配资源，以确保在结束前进行知识转移和流程开发
B. 指导运营经理分配必要的资源，以制定适当的计划，在项目集结束后接受收益和流程
C. 指导项目集经理制定必要的计划，以确保在项目集结束后收益能够过渡和持续
D. 指导项目集经理评估该变更的影响，并遵循既定的变更管理流程

关联: B: 6

A. Accept the risk
B. Seek an expert opinion
C. Establish an on-call risk response team
D. Review the risk severity matrix

不可预见的地缘政治风险影响公司在海外开展业务的项目集。利益相关者现在希望建立风险应对团队，以确定缓解计划。最终，看似重大的风险导致了微不足道的风险。对于未来类似的情况，项目集经理应该向利益相关者推荐什么？

A. 接受风险
B. 寻求专家意见
C. 建立待命风险响应团队
D. 评审风险严重性矩阵

A. Document the concerns that program goals may be affected and present at the next program governance board review meeting for guidance and actions to be taken
B. Advise the program sponsor that the program will continue and follow the program management plan, unless the change control board (CCB) has approved changes to the Plan
C. Work with the project managers of the affected components to implement fast tracking and update the resource management plan accordingly
D. Evaluate critical success factors and key performance indicators (KPIs) to monitor benefits throughout the program’s life cycle

为了创造市场优势，项目集发起人要求加快实施基于最近改进的系统组件的新制造工艺。项目集经理担心某些项目集目标的实现可能会受到影响。项目集经理应该做什么？

A. 记录项目集目标可能受到影响的担忧，并在下一次项目集治理委员会审查会议上提出，以寻求指导和采取行动
B. 告知项目集发起人，项目集将继续并遵循项目集管理计划，除非变更控制委员会 (CCB) 已批准计划变更
C. 与受影响部分的项目经理合作，实施快速跟踪并相应更新资源管理计划
D. 评估关键成功因素和关键绩效指标 (KPI), 以监控整个项目集生命周期的收益

根据影响分析来决定处理Level(program GB, Program CCB, Program Manager, Project CCB)

关联: A: 14, 27, 28, 29, 121, 144; B: 55, 77, 78, 95, 109

# 4. What does Portfolio’s collection of work differ from Program’s collection of work?

A. Portfolio’s collection of work is interdependent
B. Portfolio’s collection of work is time bound
C. Program’s collection of work is interdependent
D. Program’s collection of work is independent

项目组合的工作集合与项目集的工作集合有何不同？

A. 项目组合的工作集合是相互依存的
B. 项目组合的工作集合有时间限制
C. 项目集的工作集合是相互依存的
D. 项目集的工作集是独立的

# 5. How does Portfolio’s collect of work differ from that of Program’s collect of work?

A. Outcomes are interdependent
B. Benefits are achieved only when managed collectively
C. Components may be independent
D. Outcomes are time bound

项目组合的工作集合是如何不同于项目集的工作集合？

A. 成果是相互依存的
B. 只有集体管理才能实现收益
C. 组件可以是独立的
D. 结果有时间限制

# 6. A financial service company evaluates feasibility of transferring internal processing system to the outsourced system. In addition to identifying Key Performance Indicators(KPIs), the program manager should also do which of the following?

A. Identifying relevant KPIs based on those most used and requested by stakeholders
B. Identifying KPIs outsourced company used and map with those of the organization
C. Identifying KPIs used by components projects and consolidate those with program
D. Identifying KPIs used by organization and align program KPI with organization

金融服务公司评估将内部处理系统转移到外包系统的可行性。除了确定关键绩效指标 (KPI) 外，项目集经理还应执行以下哪一项？

A. 根据利益相关者最常用和要求的 KPI 确定相关 KPI
B. 确定外包公司使用的 KPI, 并与组织的 KPI 进行映射
C. 确定组件项目所使用的 KPI, 并将其与项目集合并
D. 确定组织使用的 KPI, 并使项目集 KPI 与组织的 KPI 保持一致

战略一致性很重要, 所以项目集KPI必须与组织的KPI保持一致
关联: 考试指南: 5

# 7. There are four projects in a program. According to following information, which project will be selected based on revenue and on cost at the next phase-gate review meeting?

Project A revenue is ＄700, Cost is ＄900
Project B revenue is ＄900, Cost is ＄700
Project C revenue is ＄300, Cost is ＄200
Project D revenue is ＄200, Cost is ＄300

A. Program A
B. Program B
C. Program C
D. Program D

项目集有四个项目。根据以下信息，在下一阶段的阶段关口评审会议上，将根据收入和成本选择哪个项目？
项目 A 收入为 700 美元，成本为 900 美元
项目 B 收入为 900 美元，成本为 700 美元
项目 C 收入为 300 美元，成本为 200 美元
项目 D 收入为 200 美元，成本为 300 美元

A. 项目集 A
B. 项目集 B
C. 项目集 C
D. 项目集 D

用减法

关联: A: 39, 42, 93

# 8. A program manager has been assigned to a program that has received approval of the program charter and for which a stakeholder register has been prepared. During stakeholder engagement planning, the program manager should consider which of the following stakeholders aspects?

A. Attitude about the program, external political position, and technical expertise
B. Level of influence and participation and attitude about the program
C. Expectations of program benefits, level of influence, and organizational culture
D. Level of support/opposition, technical expertise, and organizational culture

项目集经理已被指派到已获得项目集章程批准并已编制利益相关者登记册的项目集。在利益相关者争取规划期间，项目集经理应考虑以下利益相关者方面中的哪一方面？

A. 对项目集的态度、外部政治立场和技术专长
B. 对项目集的影响力、参与度和态度
C. 对项目集收益的期望、影响力水平和组织文化
D. 支持 / 反对水平、技术专长和组织文化

# 9. A program manager is concerned that a program will be unable to achieve its intended benefits. How should the program manager handle this concern?

A. Meet with the program management office(PMO) to review critical program success factors
B. Meet with the component project managers to reallocate resources within the program
C. Meet with the program stakeholders to determine if a reduction in program scope is acceptable
D. Meet with the component project managers to perform risk analysis

项目集经理担心项目集无法实现其预期收益。项目集经理应该如何处理这个问题？

A. 与项目集管理办公室 (PMO) 会面，评审关键的项目集成功因素
B. 与组件项目经理会面，以重新分配项目集内的资源
C. 与项目集利益相关者会面，确定项目集范围的缩减是否可接受
D. 与组件经理会面，进行风险分析

关联: B: 11

# 10. What is the most important artifact created during the program planning subphase?

A. The benefits management plan
B. The stakeholder engagement plan
C. The program governance plan
D. The program management plan

在项目集规划子阶段创建的最重要的文件是什么？

A. 收益管理计划
B. 利益相关者争取计划
C. 项目集治理计划
D. 项目集管理计划

# 11. To ensure the program outcomes meet stakeholders expectations, the program manager delivers the appropriate program plans by using identified tools and audits. The program manager should do which of the following?

A. Maintain a balance between program delivery and program performance control with an emphasis on program performance control
B. Maintain a balance between program delivery and program performance control with an emphasis on program delivery
C. Regular review program outcomes with stakeholders to capture their feedback and suggestions
D. Maintain a balance between process managed by project management office (PMO) and external audits

为确保项目集成果符合利益相关者的期望，项目集经理通过使用已确定的工具和审计来交付适当的项目集计划。项目集经理应执行以下哪一项？

A. 保持项目集交付和项目集绩效控制之间的平衡，重点是项目集绩效控制
B. 保持项目集交付和项目集绩效控制之间的平衡，重点是项目集交付
C. 与利益相关者定期审查项目集成果，以获取他们的反馈和建议
D. 在项目管理办公室 (PMO) 管理的过程和外部审计之间保持平衡

# 12. In a program’s definition phase, a program manager in country A is assigned to expand a restaurant chain into country B. The program manager creates the program team by identifying the required project management resources. Which of the following represents an initial step needed to evaluate available resources that are aligned with the program’s needs?

A. Completing an assessment of skills and competencies
B. Obtaining resource availability information from the functional managers
C. Identifying program resource requirements
D. Creating a program resource management plan

在项目集的定义阶段，A 国的项目集经理被指派将餐饮连锁店扩展到 B 国。项目集经理通过确定所需的项目管理资源来创建项目集团队。以下哪一项代表评估可获得资源符合项目集需要而所需的初始步骤？

A. 完成技能和能力评估
B. 从职能经理处获取资源可用性信息
C. 确定项目集资源需求
D. 制定项目集资源管理计划

# 13. A program includes the development and shipping of 12 million product units over the next year. However, one program supplier has a history of overestimating its planned volume, which puts the product launch at risk. What should the program manager do to monitor and control the supplier?

A. Use expert judgment, and update the program procurement plan
B. Seek stakeholder approval of program procurement management activities
C. Examine performance reports, audits, and inspections
D. Review proposal evaluation criteria, risk analysis, and mitigation strategies

项目集包括在明年开发和运输 1200 万个产品单元。然而，一家项目供应商有过高估其计划数量的历史，这使产品上市面临风险。项目集经理应如何监控供应商？

A. 使用专家判断，并更新项目采购计划
B. 寻求项目集采购管理活动的利益相关者批准
C. 评审绩效报告、审计和检查
D. 评审建议书评估标准、风险分析和缓解策略

A. Working with the Project manager whose project is affected to complete the quick track resource plan and update the resource management plan accordingly
B. Assess the critical success factors and KPI to monitor the benefits throughout the whole program life cycle
C. Advise the sponsor the program will be continue and follow the program management plan unless the CCB approved changes to the plan
D. Document the concerns and present at the next GB review meeting for guidance and action to be taken

为了创造市场优势，项目集发起人要求基于新改进的系统组件加快完成关键组件。项目集经理担心项目集的交付进度和成本可能会受到影响。项目集经理应该做什么？

A. 与受影响项目的项目经理合作，完成快速跟进资源计划，并相应更新资源管理计划
B. 评估关键成功因素和 KPI, 以监控整个项目集生命周期的收益
C. 告知发起人，除非 CCB 批准了计划的变更，否则项目集将继续并遵循项目集管理计划
D. 记录所关注的问题，并出席下一次 GB 评审会议，以获得指导和采取的行动

根据影响分析来决定处理Level(program GB, Program CCB, Program Manager, Project CCB)

关联: A: 3, 27, 28, 29, 121, 144; B: 55, 77, 78, 95, 109

# 15. What would prevent a program manager from completing program closure once a program has been completed?

A. Failure to update the financial management plan
B. Failure to update the benefits register
C. Incomplete realization of all program benefits
D. Failure to obtain program steering committee approval

什么会阻止项目集经理在项目集完成后完成项目集关闭？

A. 未能更新财务管理计划
B. 未能更新收益登记册
C. 未完全实现所有计划收益
D. 未能获得项目集指导委员会批准

# 16. In program delivery phase, you received an email from CEO asking for accelerating the program delivery to catch a market window, that will have impact on three component projects A,B,C to meet the market change. What should you do in next step?

A. Ask project A, B, C to speed up the schedule
B. Work with project A,B,C manager to make resource leverage to make resource leverage to catch the schedule
C. Move other project’s resource to project A, B, C to help on meeting the schedule
D. Evaluate the impact of accelerated, and present a proposal to steering committee

在项目集交付阶段，你收到了首席执行官的电子邮件，要求加快项目集交付以抓住市场窗口，这将对 A、B、C 三个组件项目产生影响，以满足市场变化。下一步你应该做什么？

A. 要求项目 A、B、C 加快进度
B. 与项目 A、B、C 经理合作，充分利用资源以赶上进度
C. 将其他项目的资源转移到项目 A、B、C, 以帮助满足计划
D. 评估加速的影响，并向指导委员会提出建议

# 17. A same key resource is booked by both component projects A and B in the same time slot, in order to avoid for conflict and over allocation, the program manager together with the two component review the situation and decide that project B can go ahead but with acceleration and project A can wait until the resource release from project B. This is an case of in which following?

A. Program resource planning
B. Program risk mitigation
C. Program resource inter-dependency management
D. Program schedule management

相同的关键资源由两个组件项目 A 和 B 在同一时间段预订，为了避免冲突和过度分配，项目集经理和两个组件项目一起评审相关情况，并决定项目 B 可以继续，但要加快进度，项目 A 可以等待项目 B 的资源释放 (FS)。这是以下哪种情况？

A. 项目集资源规划
B. 项目集风险缓解
C. 项目集资源依赖性管理
D. 项目集进度管理

# 18. A program manager is considering a procurement from supplier for an online processing management system. In order to determine the best fit of solutions and services to meet the specific needs of the program, what’s the better selection of the following?

A. RFI, Feasibility studies, trade studies and market analysis
B. Feasibility studies, RFP, trade studies and market analysis
C. RFI,RFP, RFQ, and feasibility studies
D. Decision tree, feasibility studies, trade studies and market analysis

项目集经理正在考虑从供应商处采购在线处理管理系统。为了确定最佳的解决方案和服务，以满足项目集的具体需求，以下哪些是更好的选择？

A. RFI、可行性分析、贸易研究和市场分析
B. 可行性分析、RFP、贸易研究和市场分析
C. RFI、RFP、RFQ 和可行性分析
D. 决策树、可行性分析、贸易研究和市场分析

项目集采购管理规划
关联: B: 48

关联: A: 18

# 19. After taking over a program, a program manager reviews the program’s status and discovers that stakeholders do not know how the program is performing in relation to schedule and costs. The program manager establishes earned value (EV) metrics and determines that the program has a budget of US＄2.1 million, is three months into a nine-month timeline, and the planned value (PV) at the three-month point should be US＄320,000. The program has spent US＄350,000 and the EV is US＄340,000. Based on this information, the program manager determines which of the following?

A. The schedule is US＄30,000 under budget
В. The cost is US＄20,000 under budget
C. The schedule is US＄10,000 over budget
D. The cost is US＄20,000 over budget

在接管项目集后，项目集经理审查该项目集的状态并发现利益相关者不知道项目集在进度和成本方面的表现。项目集经理建立挣值 (EV) 度量衡，并确定项目集预算为 210 万美元，距离 9 个月的时间表有三个月，这三个月点的计划价值 (PV) 应为 32 万美元。该项目集已花费 35 万美元，挣值 EV 为 34 万美元。根据这些信息，项目集经理确定以下哪项？

A. 进度节约 30,000 美元
B. 成本节约 20,000 美元
C. 进度超支 10,000 美元
D. 成本超支 20,000 美元

EV: 340,000
AC: 350,000
PV: 320,000

CV(成本偏差) = EV - AC = 34 - 35 = -10,000
SV(进度偏差) = EV - PV = 34 - 32 = 20,000

本题没有正确答案

关联: A: 36

# 20. A program management team is invited to a company’s annual strategy planning session. The CEO discusses the mission and vision of the organization, and how the strategic plan will create opportunity to fulfill them. How can the program manager use the company’s vision to establish a program?

A. Define the program and component projects to enable the fulfillment of strategic goals
B. Set the priority matrix, and map the projects’ priority that will be include in the program
C. Define the program roadmap and highlight the individual projects’ benefits
D. Identify program benefits that will enable the fulfillment of strategic goals

项目集管理团队应邀参加公司的年度战略规划会议。首席执行官讨论了组织的使命和愿景，以及战略计划将如何创造实现这些目标的机会。项目集经理如何利用公司的愿景建立项目

A. 定义项目集和组件项目，以实现战略目标
B. 设置优先级矩阵，并映射将包含在项目集中的项目优先级
C. 定义项目集路线图并突出各个项目的收益
D. 识别能够实现战略目标的项目集收益

# 21. After 3 years of hard work, you will finish your program. You present the program status to the steering committee and, based upon your statements, the steering committee recommends that the program be closed. The steering committee wants to understand how you plan to transfer the responsibilities to operations. Which document BEST describes this?

A. Benefits transfer plan
B. The program transition plan
C. The benefits management plan
D. Operational transfer plan

经过三年的努力，你将完成你的项目集。你向指导委员会提交项目集状态，根据你的陈述，指导委员会建议关闭项目集。指导委员会希望了解你计划如何将职责移交给运营部门。哪个文档最能描述这一点？

A. 收益转移计划
B. 项目集过渡计划
C. 收益管理计划
D. 运营转移计划

关联: B: 93, 104

A. Define a high-level program roadmap of milestones and schedules supported by a preliminary estimate
B. Write the program charter, including the program mission statement and stakeholder engagement plan
C. Develop the program management plan based on the organization’s strategic plan
D. Identify and document the anticipated program benefits in the benefits management plan

项目集经理在项目集的准备阶段加入团队。项目集经理应如何获得正式发起人批准，以开始收益交付阶段？

A. 定义由初步估算支持的里程碑和时间表的高阶项目集路线图
B. 编写项目集章程，包括项目集使命陈述和利益相关者争取计划
C. 根据组织的战略计划制定项目集管理计划
D. 确定并记录收益管理计划中的预期项目集收益

关联: B: 123

# 23. The program manager developed and established the program financial framework during the program definition phase, after that the program manager received a new requirement from one of the funding source. What should program manager do in the next step for updating document in following?

A. Financial management plan
B. Business case
C. Benefit management plan
D. Program management plan

项目集经理在项目集定义阶段制定并建立了项目集财务框架，之后项目集经理收到一个资金来源的新要求。项目集经理在下一步更新文档时应该做什么？

A. 财务管理计划
B. 业务论证
C. 收益管理计划
D. 项目集管理计划

# 24. A program with objectives that impact a large segment of the population receives negative commentary from organizations representing the public interest. What action should the program manager take first?

A. Review the stakeholder engagement plan to foster better relationships with the affected stakeholder groups
B. Review the stakeholder register to determine the ability of the affected stakeholder group(s) to affect program outcomes
C. Assess the risk of sustained negative media coverage
D. Discuss the issue with the governance board to determine next steps

具有影响大部分人口的目标的项目集会受到代表公众利益的组织的负面评论。项目集经理应该首先采取什么行动？

A. 评审利益相关者争取计划，以与受影响的利益相关者群体建立更好的关系
B. 评审利益相关者登记册，以确定受影响的利益相关者群体影响项目集成果的能力
C. 评估媒体持续负面报道的风险
D. 与治理委员会讨论问题，以确定下一步行动

# 25. A large program which impact a great number of population. During the benefits delivery phase, the program received an opposed opinion from a public community which represents the local community, what should the program manager do to deal with the situation?

A. Refer the stakeholder engagement plan to foster the relationship with the community
B. Refer stakeholder register to evaluate the ability for the community to impact the program
C. Talk with the sponsor about the issues
D. Meet with the project team to analysis the situation then create a change request

影响大量人口的大型项目集。在收益交付阶段，该项目集收到了代表当地社区的公共社区的反对意见，项目集经理应如何应对这种情况？

A. 参考利益相关者争取计划，以培育与社区的关系
B. 参考利益相关者登记册，评估社区影响项目集的能力
C. 与发起人讨论问题
D. 与项目团队会面，分析情况，然后创建变更请求

# 26. Stakeholders ask the program manager to assess reasons for the project’s delay and provide a report. Also, the program manager must identify steps to be taken to ensure the program will finish on time and within budget. The program manager distributes the information in accordance with which of the following?

A. Stakeholder engagement plan
B. Program governance charter
C. Schedule management plan
D. Communication management plan

利益相关者要求项目集经理评估项目集延迟的原因并提供报告。此外，项目集经理必须确定要采取的步骤，以确保项目集能够在预算内按时完成。项目集经理根据以下哪一项分发信息？

A. 利益相关者争取计划
B. 项目集治理章程
C. 进度管理计划
D. 沟通管理计划

A. Assess the program schedule and determine how to maintain all projects and components within the program
B. Discuss the situation with the program stakeholders and let them decide which projects to accelerate and which to close
C. Discuss the situation with the program sponsor(s) and let the sponsor(s) make the decision as to which projects to accelerate and which to close
D. Develop a change request to present to the governance board, accelerate some projects, close some projects, and reassign some resources

项目集经理接手表现不佳的项目集。在评审文件并与项目集发起人、利益相关者和项目集组成人员面谈后，项目集经理意识到项目集与公司 / 组织目标不一致。项目集经理必须重新调整组成项目和组件，以满足项目集的需求。项目集经理应该采取什么行动来重新调整项目集？

A. 评估项目集进度，并确定如何维护项目集内的所有项目和组件
B. 与项目利益相关者讨论情况，让他们决定加速哪些项目和结束哪些项目
C. 与项目发起人讨论情况，让发起人决定加速哪些项目和结束哪些项目
D. 制定变更请求，提交给治理委员会，加快一些项目，关闭一些项目，并重新分配一些资源

关联: A: 3, 14, 28, 29, 121, 144; B: 55, 77, 78, 95, 109

A. Assess the program’s master schedule with project team, try to keep all component project
B. Discuss with stakeholder and determine which project close and which add
C. Discuss with sponsor and ask sponsor to decide which project close and which add
D. Submit change request to GB to decide which project close and which add, and reassign some resource

项目集绩效不佳。你被指派接管该项目集，你检查文档，并与利益相关者、发起人和治理委员会以及组成项目面谈。现在你发现该项目集不符合组织的目标。项目集经理将首先如何做以便重新调整项目集目标？

A. 与项目集团队一起评估项目集主计划表，尽量保留所有组件项目
В. 与利益相关者讨论，确定哪个项目结束，哪个项目增加
C. 与发起人讨论，并要求赞助商决定哪个项目结束，哪个项目增加
D. 向 GB 提交变更请求，以决定关闭哪个项目和增加哪个项目，并重新分配一些资源

关联: A: 3, 14, 27, 29, 121, 144; B: 55, 77, 78, 95, 109

A. Assess the program’s objectives with project managers and provide change request to GB to decide which project close and which add
B. Discuss with stakeholder and determine which project close and which add
C. Discuss with sponsor and ask sponsor to decide which close and which add
D. Provide change request to GB to decide which project close, which add and reassign resource

项目集绩效不佳。你被指派接管该集项目，你检查文档，并与利益相关者、发起人和治理委员会以及组成项目面谈。现在你发现该项目集不符合组织的目标。项目集经理将首先如何做以便重新调整项目集目标？

A. 与项目经理一起评估项目集目标，并向 GB 提供变更请求以决定关闭哪个项目和增加哪个项目
B. 与利益相关者讨论，确定哪个项目结束，哪个项目增加
C. 与发起人讨论，并要求赞助商决定哪个项目结束，哪个项目增加。
D. 向 GB 提交变更请求，以决定关闭哪个项目和增加哪个项目，并重新分配一些资源

关联: A: 3, 14, 27, 28, 121, 144; B: 55, 77, 78, 95, 109

A. Performing a stakeholder analysis
B. Updating the stakeholder communications requirements
C. Redistributing the benefits management plan
D. Redistributing the program charter

在项目集执行过程中，项目集经理收到执行发起人的反馈，指出一些项目集利益相关者可能不了解项目集的预期收益。哪一项将为澄清利益相关者的感知 (预期收益) 提供最大价值？

A. 进行利益相关者分析
B. 更新利益相关者沟通需求
C. 重新分发收益管理计划
D. 重新分发项目集章程

关联: A: 48

# 31. Portfolio manager proposes a new product that is expected to be initiated. The program business case shows that the new program meets the portfolio ROI and NPV targets. What is the next document the program manager should develop?

A. PWBS
B. Program charter
C. Program management plan
D. Benefits management plan

项目组合经理提出了预计将推出的新产品。项目集业务论证表明，新项目集符合项目组合 ROI 和 NPV 目标。项目集经理应编制的下一份文件是什么？

A. 项目集工作分解结构 PWBS
B. 项目集章程
C. 项目集管理计划
D. 收益管理计划

项目集业务论证 => 项目集章程

关联: A: 34, 106; B: 19

# 32. A company wants to perform a preliminary stakeholder analysis to assess a new program’s support. What should the program manager develop?

A. Program communications management plan and the stakeholder charter
B. Responsible, accountable, consult, and inform (RACI) matrix, stakeholder list, and escalation process
C. Stakeholder strengths, weaknesses, opportunities and threats (SWOT) analysis
D. Stakeholder engagement plan, stakeholder register, and stakeholder map

公司希望进行初步的利益相关者分析，以评估新项目集的支持。项目集经理应该开发什么？

A. 项目集沟通管理计划和利益相关者章程
B. 职责、负责、咨询和告知 (RACI) 矩阵、利益相关者清单和升级流程
C. 利益相关者的优势、劣势、机会和威胁 (SWOT) 分析
D. 利益相关者争取计划、利益相关者登记册和利益相关者地图

# 33. There are many types and characteristics of PMO in practice. But what is a COMMON characteristic of all program PMOs?

A. The PMO is accountable for success of the program
B. The PMO is a member of the steering committee
C. The PMO is responsible for assigning component project managers of your program
D. The PMO is a program stakeholder

PMO 在实践中有许多类型和特点。但所有项目 PMO 的共同特点是什么？

A. PMO 对项目集的成功负责
B. PMO 是指导委员会的成员
C. PMO 负责分配项目集的组件项目经理
D. PMO 是项目集利益相关者

# 34. A portfolio select committee launched an initiative in the results of planning, which cost of ＄50M, and ROI 10% about ＄10M, first part investment ＄10M,with 15% threshold. The program is approved, what does program manager do next?

A.Program outsourcing
B. Program charter
C. Benefits management plan
D. Risk analysis and planning

项目组合选择委员会在规划结果中发起了一项目集，成本为 5000 万美元，投资回报率为 10%, 约为 1000 万美元，第一部分投资为 1000 万，门槛为 15%。项目集获得批准，项目集经理接下来要做什么？

A. 项目集外包
B. 项目集章程
C. 收益管理计划
D. 风险分析和规划

当项目集获得批准时, 意味着该项目集的业务论证已获得批准, 但项目集并未启动.
项目集业务论证 => 项目集章程

关联: A: 31, 34, 106; B: 19

# 35. Programs may be undertaken for a number of reasons. What is the PRIMARY objective of any program?

A. Coordinate the management of several projects in order to be more efficient
B. Manage and optimize project inter-dependencies
C. Generate benefits which are in line with the strategic objectives
D. Generate benefits which are in line with customer expectations

项目集的实施可能有多种原因。任何项目集的首要目标是什么？

A. 协调几个项目的管理，以提高效率
B. 管理和优化项目相互依赖关系
C. 产生符合战略目标的收益
D. 产生符合客户期望的收益

# 36. After taking over a program, a program manager reviews the program’s status and discovers that stakeholders do not know how the program is performing in relation to schedule and costs. The program manager establishes earned value (EV) metrics and determines that the program has a budget of US＄2.1 million, is three months into a nine-month timeline, and the planned value (PV) at the three-month point should be US＄320,000. The program has spent US＄350,000 and the EV is US＄340,000. Based on this information, the program manager determines which of the following?

A. The cost is US＄30,000 under budget
B. The schedule is US＄30,000 under budget
C. The cost is US＄10,000 over budget
D. The schedule is US＄20,000 over budget

在接管项目集后，项目集经理审查该项目集的状态并发现利益相关者不知道项目集在进度和成本方面的表现。项目集经理建立挣值 (EV) 度量衡，并确定项目集预算为 210 万美元，距离 9 个月的时间表有三个月，这三个月点的计划价值 (PV) 32 万美元。该项目集已花费 35 万美元，挣值 EV 为 34 万美元。根据这些信息，项目集经理确定以下哪项？

A. 成本节约 30,000 美元
B. 进度节约 30,000 美元
C. 成本超支 10,000 美元
D. 进度超支 20,000 美元

EV: 340,000
AC: 350,000
PV: 320,000

CV(成本偏差) = EV - AC = 34 - 35 = -10,000
SV(进度偏差) = EV - PV = 34 - 32 = 20,000

关联: A: 19, 36

# 37. During program execution, how does a program manager ensure that benefits are being realization as accordance with program governance?

A. By reviewing the benefits management plan
B. By updating the benefits register
C. By conducting benefits analysis and planning
D. By reviewing the program business case

在项目集执行期间，项目集经理如何确保按照项目集治理实现收益？

A. 通过评审收益管理计划
B. 通过更新收益登记册
C. 通过进行收益分析和规划
D. 通过评审项目集业务论证

# 38. The program manager compiles a program performance report for review by the program governance board. The performance report indicates that the scope, quality, and schedule objectives have been met, but costs and resource utilization are higher than expected. The program can no longer deliver the planned return-on- investment within an acceptable level and the intended benefits have not yet been realized. After further analysis of the performance indicators, the program manager should do which of the following?

A. Extend the schedule to reduce costs and resource utilization
B. Expand the scope and continue the program until return-on-investment objectives can be met
C. Recommend cancellation of the program based on performance metrics
D. Transition the existing program results to the appropriate operational area

项目集经理编制项目集绩效报告，供项目集治理委员会评审。绩效报告表明，范围、质量和进度目标已经实现，但成本和资源利用率高于预期。该项目集不再能够在可接受的水平内提供计划的投资回报，而且预期收益尚未实现。在进一步分析绩效指标后，项目集经理应执行以下哪一项？

A. 延长时间表以降低成本和资源利用率
B. 扩大范围并继续该项目集，直到实现投资回报目标
C. 根据绩效指标建议取消项目集
D. 将现有项目集结果转换到适当的运营领域

# 39. There are four projects in a program. According to following information, which project will be canceled based on ROI at the next phase-gate review meeting?

Project A revenue is ＄700, Cost is ＄900
Project B revenue is ＄900, Cost is ＄700
Project C revenue is ＄300, Cost is ＄200
Project D revenue is ＄200, Cost is ＄300

A. Program A
B. Program B
C. Program C
D. Program D

项目集有四个项目。根据以下信息，在下一阶段的阶段关口评审会议上，将根据投资回报率取消哪个项目？
项目集 A 收入为 700 美元，成本为 900 美元
项目集 B 收入为 900 美元，成本为 700 美元
项目集 C 收入为 300 美元，成本为 200 美元
项目集 D 收入为 200 美元，成本为 300 美元

A. 项目集 A
B. 项目集 B
C. 项目集 C
D. 项目集 D

投资回报率(ROI): (投资产出 - 投资成本) / 投资成本

关联: A: 7, 42, 93

# 40. Macro is suffering from low participation from the stakeholder in his program. He wants to identify potential risks cause by a lack of participation from stakeholders. What should he do?

A. Review stakeholder metrics regularly
B. Review the stakeholder engagement plan regularly
C. Review the stakeholder register regularly
D. Review the stakeholder map regularly

Macro 的项目集中利益相关者参与度低。他希望确定利益相关者缺乏参与导致的潜在风险。他该怎么办？

A. 定期评审利益相关者度量衡
B. 定期评审利益相关者争取计划
C. 定期评审利益相关者登记册
D. 定期评审利益相关者地图

# 41. A program to implement a company’s new system is nearing completion and the program manager attempts to close the program. However, despite training provided to the operational staff on the new system, there is concern that the defined expected benefits will not be fully realized. To prevent this concern in the future, which of the following should occur?

A. Collaboration with the operational staff to develop the benefits sustainment plan
B. Communication of the new capabilities’ benefits to the operational staff
C. Development and execution of a benefits transition plan to prepare the operational areas
D. Identification of the risk in the program risk register and development of a plan to address the risk

实施公司新系统的项目集即将完成，项目集经理试图关闭该项目集。然而，尽管向业务人员提供了有关新系统的培训，但人们担心，确定的预期收益将无法充分实现。为了防止将来出现这种问题，应采取以下哪种措施？

A. 与业务人员合作制定收益维持计划
B. 向运营人员传达新能力的好处
C. 制定和执行收益过渡计划，以准备业务领域
D. 识别项目集风险登记册中的风险，并制定解决风险的计划

# 42. There are four projects in a program. According to following information, which project will be selected based on ROI at the next phase-gate review meeting?

Project A revenue is ＄700, Cost is ＄900
Project B revenue is ＄900, Cost is ＄700
Project C revenue is ＄300, Cost is ＄200
Project D revenue is ＄200, Cost is ＄300

A. Program A
B. Program B
C. Program C
D. Program D

项目集有四个项目。根据以下信息，在下一阶段的阶段关口评审会议上，将根据投资回报率选择哪个项目？
项目集 A 收入为 700 美元，成本为 900 美元
项目集 B 收入为 900 美元，成本为 700 美元
项目集 C 收入为 300 美元，成本为 200 美元
项目集 D 收入为 200 美元，成本为 300 美元

A. 项目集 A
B. 项目集 B
C. 项目集 C
D. 项目集 D

投资回报率(RIO): (投资产出 - 投资成本) / 投资成本

关联: A: 7, 39, 93

# 43. When should the program manager approve the closure of the component project?

A. When acceptance criteria of the project are met
B. When construction activities of the project are completed
C. When the project completion date arrives
D. When the project budget is exhausted

项目集经理应在何时批准组件项目的收尾？

A. 满足项目验收标准时
B. 项目施工活动完成时
C. 项目竣工日期到来时
D. 项目预算用尽时

关联: A: 45, 131

# 44. You are a program manager attending a governance board meeting and presenting slides in order to pass a gate review. What is the MOST likely document to be reviewed in such a meeting?

A. Program Management Plan
B. Stakeholder Engagement Plan
C. Benefits Register
D. Program Procurement Plan

你是项目集经理，参加治理委员会会议并展示幻灯片，以通过评审。在这样的会议上最有可能审查的文件是什么？

A. 项目集管理计划
B. 利益相关者争取计划
C. 收益登记册
D. 项目集采购计划

# 45. A component is scheduled to close at the end of the week. What should the program manager verify prior to allowing the component to close?

A. The component has released resources to meet program objectives
B. The component has met the quality requirements to meet program objectives
C. The component has met the schedule requirements to meet program objectives
D. The component has met the benefits realization criteria to meet program objectives

组件项目定于本周末结束。在允许组件项目关闭之前，项目集经理应该核实什么？

A. 组件项目已释放资源，以满足项目集目标
B. 组件项目已满足质量需求，以满足项目集目标
C. 组件项目已符合进度要求，以满足项目集目标的
D. 组件项目已符合收益实现标准，以满足项目集目标

关联: A: 43, 131

A. The program communications management plan
B. The stakeholder engagement plan
C. The quality management plan
D. Option A and B

以下哪项计划可能有更新，以反映项目集发起人和资助组织代表在财务安排方面的需求？

A. 项目集沟通管理计划
B. 利益相关者争取计划
C. 质量管理计划
D. 选项 A 和 B

# 47. You are planning the activities for a complex program composed of three projects. The scopes of the projects are well defined, but the scope at the program level is still not finalized. You are not sure if some non-project work will be incorporated In the program or not. You want to move ahead in the program planning activities and you start creating an initial version of the program work breakdown structure (PWBS). As of today, what is the BEST option to create a meaningful PWBS?

A. Ask your project managers to develop their project’s WBS, and consolidate the PWBS with the project’s ones. If the non-project work is confirmed, you will then update the PWBS with that additional piece of work
B. Wait for confirmation on the non-project work as it will Impact the PWBS
C. Ask your project managers to develop their project’s WBS, and consolidate the PWBS with the project’s ones. In any case, the non-project work will not impact the PWBS
D. The PWBS creation is not under your responsibility. It is the sponsor’s responsibility because he is accountable for the program success

你正在为一个由三个项目组成的复杂项目集规划活动。项目的范围已经明确，但项目集层面的范围仍未最终确定。你不确定某些非项目工作是否会纳入项目集。你希望在项目集规划活动中取得进展，并开始创建项目集工作分解结构 (PWBS) 的初始版本。截至目前，创建有意义的 PWBS 的最佳选择是什么？

A. 要求项目经理制定项目的 WBS, 并将 PWBS 与项目的 WBS 合并。如果非项目工作得到确认，你将使用该附加工作更新 PWBS
B. 等待非项目工作的确认，因为它会影响 PWBS
C. 要求项目经理制定项目的 WBS, 并将 PWBS 与项目的 WBS 合并。无论如何，非项目工作不会影响 PWBS
D. PWBS 的创建不由你负责。这是发起人的责任，因为他对项目集的成功负责

# 48. Which of the following will provide the greatest value to clarify stakeholder perceptions?

A. Performing a stakeholder analysis
B. Updating the stakeholder communications requirements
C. Redistributing the benefits management plan
D. Redistributing the program charter

以下哪一项将为澄清利益相关者的感知提供最大价值？

A. 进行利益相关者分析
B. 更新利益相关者沟通需求
C. 重新分发收益管理计划
D. 重新分发项目集章程

关联: A: 30

# 49. Assume that your organization is specialized in producing and exporting specific good and services efficiently and a lower opportunity cost than other companies. This is an example of:

A. Opportunity cost
B. Comparative advantage
C. Positive risk
D. Negative risk

假设你的组织专门从事高效生产和出口特定商品和服务，且机会成本低于其他公司。这是一个示例：

A. 机会成本
B. 比较优势
C. 积极风险
D. 负面风险

# 50. The program have several projects. One of the project team member complaint that he can not balance the work from the project manager and the function manager. Which one have responsibility for the coordinate work?

A. Program manager
B. Project Manager
C. Function manager
D. Program sponsor

该项目集有几个项目。一名项目团队成员抱怨他无法平衡项目经理和职能经理的工作。谁负责协调工作？

A. 项目集经理
B. 项目经理
C. 职能经理
D. 项目集发起人

关联: A: 51, 56, 57

# 51. You are manage a program, one of new member complaints to the project manager about the conflicted directions from the program manager and the functional manager. Who is responsible for resolving the conflict regarding the work to be performed?

A. Program manager
B. Function manager
C. Program sponsor
D. Project manager

你正在管理项目集，这是一个新成员向项目经理投诉项目集经理和职能经理的冲突指示。谁负责解决与要执行的工作有关的冲突？

A. 项目集经理
B. 职能经理
C. 项目集发起人
D. 项目经理

关联: A: 50, 56, 57

# 52. A manufacturing plant is facing a serious financial crisis, by consulting the department managers, several independent projects are developed to reduce costs. The management coordinate the projects as a program, the outcome will determine whether the plant will get through the fiscal year. What does the program manager do to ensure the program outcome will aligned with the organizational strategy?

A. Baseline the workload & capabilities
B. Monitor & evaluate the scope, KPIs, Schedule &risks
C. Develop an appropriate organizational hierarchy
D. Obtain Stakeholders commitment

一家制造厂正面临严重的财务危机，通过咨询部门经理，制定了几个独立的项目来降低成本。管理层将这些项目作为项目集来进行协调，结果将决定工厂是否能度过财政年度。项目集经理如何确保项目集成果与组织战略保持一致？

A. 工作量和能力的基线
B. 监控和评估范围、KPI、进度和风险
C. 制定适当的组织层次结构
D. 获得利益相关者的承诺

关联: 考试指南: 157

# 53. You have been recently appointed to a new program as program manager. This program has received formal acceptance from the board and is now in the definition life cycle phase. One of the key tasks is to create the scope statement of the program in order to have a high level view of the business impact and to identify essential aspects that must be accomplished by the program. What are the KEY topics you have to address when creating the scope statement?

A. Scope and limitations, program boundaries, assumptions and constraints, and acceptance criteria
B. Scope, PWBS, organizational needs and requirements, assumptions and constraints
C. PWBS, organizational needs and requirements, charter of each component, assumptions and constraints
D. Organizational needs and requirements, program charter, scope, assumptions and constraints

你最近被任命为新项目集的项目集经理。该项目集已获得董事会的正式认可，目前正处于生命周期的定义阶段。关键任务之一是创建项目集的范围声明，以便对业务影响进行高阶了解，并确定项目集必须完成工作的重要方面。在创建范围说明时，你需要解决哪些关键主题？

A. 范围和限制、项目集边界、假设和约束以及验收标准
B. 范围、PWBS、组织需要和需求、假设和约束
C. PWBS、组织需要和需求、每个组件项目的章程、假设和约束
D. 组织需要和需求、项目集章程、范围、假设和约束

# 54. You have been recently appointed to a new program as program manager. This program has received formal acceptance from the board and is now in the definition life cycle phase. One of the key tasks is to develop consistent escalation procedures in order to raise program level issues at the Governance board level. Which of the following options is NOT part of an escalation process?

A. Issue
B. Regulation
C. Risk
D. Change request

你最近被任命为新项目集的项目集经理。该项目集已获得董事会的正式认可，目前正处于生命周期的定义阶段。关键任务之一是制定一致的升级程序，以便在治理委员会层面提出项目集层面的问题。以下哪个选项不是升级流程的一部分？

A. 问题
B. 法规
C. 风险
D. 变更请求

# 55. An organization whose personnel are the most directly involved in doing the work of the program (portfolio, project) is called:

A. Receiving organization
B. Performing organization
C. External organization
D. Internal organization

人员最直接参与项目集工作 (项目组合、项目) 的组织称为：

A. 接收组织
B. 执行机构
C. 外部组织
D. 内部组织

# 56. The project team member complaint that he can not balance the project manager’s order from the program manager and the function manager. Which one have responsibility for the coordinate work?

A. Program manager
B. Project manager
C. Function manager
D. Program sponsor

项目团队成员抱怨他无法平衡来自于项目集经理和职能经理对项目经理的指令。谁负责协调工作？

A. 项目集经理
B. 项目经理
C. 职能经理
D. 项目集发起人

关联: A: 50, 51, 57

# 57. Who is responsible to ensure alignment of individual component plans with the program’s goals and intended benefits in support of the achievement of the organization’s strategy?

A. The program manager
B. The project manager
C. The program sponsor
D. The whole program team

谁负责确保各个组件项目计划与项目集目标和预期收益保持一致，以支持实现组织战略

A. 项目集经理
B. 项目经理
C. 项目集发起人
D. 整个项目集团队

关联: A: 50, 51, 56

# 58. A large automaker begins a program to create the next-generation car. As the program team is composed, key stakeholders are identified. Key stakeholders for the program should include which of the following?

A. Potential customers, government regulatory agencies, and competitors
B. Project management office (PMO), third-party contractors, and agents
C. Local car dealers, factory workers, and corporate officers
D. Vice president of logistics, potential customers, and corporate executives

一家大型汽车制造商开始了创造下一代汽车的项目集。随着项目集团队的组成，确定关键利益相关者。项目集的主要利益相关者应包括以下哪一项？

A. 潜在客户、政府监管机构和竞争对手
B. 项目管理办公室 (PMO)、第三方承包商和代理人
C. 当地汽车经销商、工厂王人和公司官员
D. 物流副总裁、潜在客户和企业高管

A. Critical success factors
B. Key performance indicators
C. Benefits management plan
D. Stakeholder engagement plan

一家公司雇佣一名项目集经理来创建医疗管理系统。五个月后，项目集经理发现了整合在线医疗解决方案的机会，这可以为利益相关者提供额外的价值。项目发起人批准范围变更。项目集经理应确保通过此机会获得的结果与以下哪一项相一致？

A. 关键成功因素
B. 关键绩效指标
C. 收益管理计划
D. 利益相关者争取计划

# 60. A program manager is responsible for constructing a US＄50 million building. Management suggests it will take three years to complete. The program manager can select a design-build option to optimize the construction schedule to 1.5 years. However, heavy demand for steel is causing price increases and delivery delays. If this trend continues, it could take as long as 4.5 years to complete construction. You learn that a new technology can yield a definitive delivery schedule of 1.25 years. What is the expected time of delivery?

A. 1.25 years
B. 1.50 years
C. 1.75 years
D. 1.00 year

项目集经理负责建造一座价值 5000 万美元的建筑。管理层表示，这需要三年时间才能完成。项目集经理可以选择设计建造选项，将施工进度优化至 1.5 年。然而，对钢材的大量需求导致了价格上涨和交货延迟。如果这种趋势持续下去，可能需要 4.5 年才能完成建设。你了解到，一项新技术可以产生 1.25 年的绝对交付时间 (可以节省 1.25 年)。预计交货时间是什么？

A. 1.25 年
B. 1.50 年
C. 1.75 年
D. 1.00 年

三点估算: (最乐观 + 4倍最可能 + 最悲观) / 6
最乐观: 1.5
最可能: 3
最悲观: 4.5

(1.5 +  4 * 3 + 4.5) / 6 - 1.25
= 18 / 6 - 1.25
= 1.75

# 61. The above performance report shows the earned value (EV) analysis for a program. The program director performs a high-level analysis and must present a summary narrative to the steering committee. What do the current findings show?

Program Eagle	Earned Value	Earned Value	Planned Value	Planned Value	Actual Cost	Actual Cost	Cost Performance	Cost Performance	Schedule Performance	Schedule Performance
	US＄	Days	US＄	Days	US＄	Days	US＄	Days	US＄	Days
Project A	25 Million	25,000	30 million	30,000	35 million	28,000	0.71	0.89	0.83	0.83
Project B	10 million	10,000	9.5 million	95,000	8.1 million	9,000	1.23	1.11	1.05	1.05
Project C	2 million	2,000	2 million	2,000	2 million	2,000	1.00	1.00	1.00	1.00
Project D	500,000	500	250,000	250	425,000	425	1.18	1.18	2.00	2.00
TOTAL	37.5 million	37,500	41.75 million	41,750	45.525 million	39,425	0.82	0.95	0.90	0.90

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A. Project C is running behind schedule and is over budget; projects A, B, and D are on schedule
B. Project A is running ahead of schedule and is under budget; projects B, C, and D are behind schedule
C. The overall program is performing within an acceptable level of variance D.
D. Project A is running behind schedule and is over budget; projects B, C, and D are on schedule

上述绩效报告显示了项目集的挣值 (EV) 分析。这个项目集总监进行高阶分析，必须向指导委员会陈述结果。目前的研究结果显示了什么？

A. 项目 C 进度落后，超出预算；项目 A、B 和 D 按计划进行
B. 项目 A 提前运行，且在预算内；项目 B、C 和 D 落后于计划
C. 整个项目集在可接受的差异水平内执行
D. 项目 A 进度落后，超出预算；项目 B、C 和 D 正在按计划进行

# 62. Program manager has identified key stakeholders. The program manager is now preparing to hold a stakeholder meeting. There are 7 stakeholders will take part in. How many communication channels do you have in this program?

A. 14
B. 21
C. 28
D. 42

项目集经理已确定关键利益相关者。项目集经理现在正准备召开利益相关者会议。共有 7 个利益相关者将参加。你在这个项目集中有多少沟通渠道？

A. 14
B. 21
C. 28
D. 42

沟通渠道计算公式: (n * (n - 1)) / 2
8 * (8 - 1) / 2
= 56 / 2
= 28

A. Ask the sponsor to allocate the total funds at the program start-up
B. Struggle to allocate the total funds at the program start-up to increase its success probability
C. Avoid using a tiered funding principle in his program
D. Accept a tiered funding principle in his program and to get management agreement on an overall financial management plan

赵是狩猎组织的新项目集经理。在他被任命管理一个起步项目集后，他花了一些时间与项目集发起人了解项目集的资金情况。项目集发起人告诉他，狩猎组织在项目集的每一个主要阶段都采用阶梯式出资流程，包括一系列通过 / 不通过的决定。赵对这一信息并不满意，因为他认为预算将根据项目的总拥有成本进行分配。你对赵有什么建议？

A. 要求发起人在项目集启动时分配总资金
B. 努力分配项目集启动时的总资金，以增加其成功概率
C. 避免在他的项目集中使用阶梯式出资原则
D. 在他的项目集接受阶梯式出资原则，并就总体财务管理计划达成管理协议

A. Program management plan
B. Resource plan
C. Program scope statement
D. Program roadmap

项目集经理负责实现收益，这对收益的实现至关重要。此外，应跟踪、评估和记录所有这些相关活动。以下哪个文档描述了这些活动？

A. 项目集管理计划
B. 资源计划
C. 项目集范围说明
D. 项目集路线图

# 65. A new program manager joins a multi-year program that has been underway for almost a year. During interviews, several stakeholders state that they do not understand how the program will help the organization. At the next stakeholder meeting, what should the program manager present to address their concerns?

A. Program charter
B. Program scope assessment results
C. Business Case and program roadmap
D. Expected program benefits management plan

新的项目集经理加入了将持续多年的项目集，该项目集已经进行了近一年的时间。在访谈中，几个利益相关者表示，他们不了解该项目集将如何帮助组织。在下一次利益相关者会议上，项目集经理应该提出什么来解决他们的关切？

A. 项目集章程
B. 项目集范围评估结果
C. 业务论证和项目集路线图
D. 预期项目集收益管理计划

# 66. The program manager updates the stakeholders’ register and sends the program scope statement to the legal adviser for review. The legal adviser recommends several changes. The program manager meets with stakeholders from marketing, finance, and operations to discuss the changes and obtain approvals. These stakeholders believe that the changes will diminish the product’s value and affect profitability. What must be updated and acted upon to ensure the program does not experience issues due to conflicting stakeholders’ needs?

A. Stakeholder communication plan
B. Stakeholder register
C. Stakeholder engagement plan
D. Stakeholder analysis chart

项目集经理更新利益相关者登记册，并将项目集范围说明书发送给法律顾问进行评审。法律顾问建议进行几项修改。项目集经理与营销、财务和运营部门的利益相关者会面，讨论变更并获得批准。这些利益相关者认为，这些变更将降低产品的价值并影响盈利能力。必须更新哪些内容并采取行动，以确保项目集不会因利益相关者的需求冲突而出现问题？

A. 利益相关者沟通计划
B. 利益相关者登记册
C. 利益相关者争取计划
D. 利益相关者分析图

# 67. You have been identified as the potential program manager of a key program for your company. The program is in the definition phase, a high-level business case has been built, and you know that the governance board has many concerns about the level of risk for the program. During a recent board meeting, the board members performed a SWOT analysis, and several risks were identified as a result. Most of these risks originate from the external environment, such as strong competition, potential impacts of the economic crisis on the program results, and only a few risks were identified as internal to the organization. Because the program may bring many benefits to the company, at the conclusion of the board meeting, the decision has been mode to go ahead and start the next program phase. What is the IMMEDIATE action you should take?

A. Ignore the majority of the risks identified by the board because most of the risks have been identified as related to ‘outside the company’ and not under your control
B. Only record the top five risks identified during the board meeting
C. Record all the risks identified during the board meeting in the risk register. They will then be reviewed for further analysis
D. Record all the risks identified during the board meeting and be ready to pass all of them to your project managers when they will be on board

你被确定为贵公司关键项目集的潜在项目集经理。该项目集处于定义阶段，已经建立了高阶业务论证，你知道治理委员会对该项目集的风险水平有很多担忧。在最近的一次董事会会议上，董事会成员进行了 SWOT 分析，结果确定了几个风险。这些风险大多来自外部环境，如激烈竞争、经济危机对项目集结果的潜在影响，只有少数风险被确定为组织内部风险。由于该项目集可能会给公司带来许多收益，在董事会会议结束时，决定继续并开始下一项目集阶段。你应该立即采取什么行动？

A. 忽略董事会确定的大多数风险，因为大多数风险已被确定为与 “公司外部” 相关，不受你的控制
B. 仅记录董事会会议期间发现的前五大风险
C. 将董事会会议期间确定的所有风险记录在风险登记簿中。然后将对其进行审查，以便进一步分析
D. 记录董事会会议期间确定的所有风险，并准备好在项目经理到任时将所有风险传递给他们

# 68. After an organization initiates a strategic program, several project managers express interest in joining the program team. The program manager’s supervisor recommends a list of project managers to be part of the team. What should the program manager do to select the project managers?

A. Complete a skill set inventory and select the most suitable resources
B. Ask interested project managers for their curriculum vitae (CV) or resumes and conduct interviews
C. Accept the recommendation of program’ supervisor
D. Conduct the Human Resource manager for project managers’ availability

在组织启动战略项目集后，几个项目经理表示有兴趣加入项目集团队。项目集经理的主管提出加入团队的项目经理清单。项目集经理应如何选择项目经理？

A. 完成技能集目录并选择最合适的资源
B. 询问感兴趣的项目经理的学历过程或简历，并进行面试
C. 接受项目集主管的建议
D. 指导人力资源经理了解项目经理的可获得性

# 69. The president wants to start a complex strategic initiative to change the organization, but does not know the best way to approach, and asks the program manager for guidance. What should the program propose to maximize the chance for success?

A. Introduce a formal life cycle to guide the organization program and project
B. Initiate a strategic initiative that is aligned with the vision
C. Apply a governance approach to engage leadership and stakeholders for ensuring strategic alignment
D. Initiate ways to engage stakeholders so their insights and efforts can contribute to deliverable benefits

总裁想启动一项复杂的战略项目或项目集来变革组织，但不知道最佳方法，并向项目集经理寻求指导。项目集应该提出什么来最大化成功的机会？

A. 引入正式的生命周期来指导组织项目集和项目
B. 启动与愿景一致的战略项目 (项目集)
C. 采用治理方法，争取领导层和利益相关者，以确保战略一致
D. 采取方法来争取利益相关者，以便他们的见解和努力能够为可交付的收益做出贡献

A. The program scope statement
B. The program scope management plan
C. The program WBS
D. The program stakeholder engagement plan

贵制药公司已决定重组其部分业务部门，并决定将这一重大努力作为项目集进行管理。已经制定了业务论证并批准了该项目集。此外，已决定两个现有项目将成为该项目集的组件项目。你已经制定了项目集章程，其中包含有关项目集的高阶信息。现在，你需要编写一份文档，其中包括项目集范围、限制、期望和业务影响。目标是确保所有利益相关者对项目集意图有共同的理解。你正在创建什么文档？

A. 项目集范围说明书
B. 项目集范围管理计划
C. 项目集 WBS
D. 项目集利益相关者争取计划

# 71. A component project manager escalates an issue regarding a key stakeholder to the program manager. The key stakeholder does not respond to emails or phone calls, and the project manager believes this key stakeholder is exhibiting a negative attitude toward the work. The key stakeholder has a significant influence over the component project, which could impact other components if delays occur. The program manager’s attempts to reach the stakeholder via email also fail. What should the program manager do next?

A. Escalate the issue to the stakeholder’s supervisor
B. Escalate the issue to the program governance board, as delays will impact the program
C. Update the program risk register to reflect a realized risk and execute the documented risk response
D. Attempt to call the key stakeholder; if unsuccessful, visit their office to identify potential risks

组件项目经理将有关关键利益相关者的问题上报给项目集经理。关键利益相关者不回复电子邮件或电话，项目经理认为该关键利益相关者对工作表现出消极态度。关键利益相关者对组件项目具有重大影响，如果出现延误，可能会影响其他组件项目。项目集经理通过电子邮件联系利益相关者的尝试也失败了。项目集经理接下来应该做什么？

A. 将问题上报给利益相关者的主管
B. 将问题上报给项目集治理委员会，因为延误会影响项目集
C. 更新项目集风险登记册，以反映已实现的风险，并执行记录的风险应对
D. 尝试致电关键利益相关者；如果不成功，访问他们的办公室以确定潜在风险

# 72. A program manager initiates a new global program to create a higher level of protection for a company’s intellectual property. The company exhibits a relaxed culture and environment, and is intolerant of processes to the point of being considered process-adverse. However, the company’s culture is tolerant of long-term program activities, provided there is continuous progress on improving the protection of its intellectual property. Expectations for rapid progress are low. What should the program manager do next?

A. Tailor program sponsor and stakeholder engagement and communications activities to meet the company’s expectations
B. Insist on maintaining a set of tightly controlled stakeholder register and engagement plan documents to meet expectations
C. Provide detailed information to the most influential program sponsors and stakeholders
D. Ensure that the component stakeholders have the appropriate level of communications required to meet their needs

项目集经理发起新的全球项目集，为公司的知识产权提供更高级别的保护。该公司展现出宽松的文化和环境，对流程的容忍程度达到了被视为流程不利的程度。然而，只要在改善知识产权保护方面不断取得进展，该公司的文化对长期项目集活动是宽容的。对快速进展的期望很低。项目集经理接下来应该做什么？

A. 裁剪项目集发起人和利益相关者的争取和沟通活动，以满足公司的期望
B. 坚持维护一套严格控制的利益相关者登记册和争取计划文档，以满足期望
C. 向最有影响力的项目集发起人和利益相关者提供详细信息
D. 确保组成利益相关者具有满足其需求所需的适当沟通水平

A. Program definition
B. Program execution management
C. Program delivery
D. Program risk management planning

项目 (集) 涉及开发新技术并利用现有技术。项目集治理委员会和项目集发起人认为，制定全面的风险管理计划至关重要。风险管理计划是在哪个阶段制定的？

A. 项目集定义
B. 项目集执行管理
C. 项目集交付
D. 项目集风险管理规划

A. Program status dashboard
B. Program management plan
C. Program performance report
D. Program management information system (PMIS)

项目集发起人关注高优先级风险和预算差异的状态。项目集经理应参考以下哪一项？

A. 项目集状态仪表盘
B. 项目集管理计划
C. 项目集绩效报告
D. 项目集管理信息系统 (PMIS)

关联: B: 85, 144

# 75. A program manager is identifying and verifying risk as outlined in the risk management plan. The results will be recorded in which of the following?

A. Risk register
B. Risk monitoring and controlling
C. Risk response plan
D. Risk mitigation strategy

项目集经理正在识别和核实风险管理计划中概述的风险。其结果将记录在以下哪一项中？

A. 风险登记册
B. 风险监控
C. 风险应对计划
D. 风险缓解策略

# 76. What actions are taken in the process of developing and maintaining a program risk register?

A. Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and provide the foundation for the risk management plan.
B. Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and identify the root cause of potential risks.
C. Aszign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and proactively manage program issues.
D. Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and identify residual risks.

在开发和维护项目集风险登记册的过程中采取了哪些行动？

A. 分配风险所有权和适当的责任，记录商定的应对策略，并为风险管理计划提供基础
B. 分配风险所有权和适当的责任，记录商定的应对策略，并确定潜在风险的根本原因
C. 分配风险所有权和适当的责任，记录商定的应对策略，并积极管理项目集问题
D. 分配风险所有权和适当的责任，记录商定的应对策略，并识别剩余风险

A. Governance role and responsibility definitions, governance structure and composition, stakeholder management plan, component initiation criteria and gate review requirements
B. Governance role and responsibility definitions, high level governance plan and meeting schedules, financial model, and periodic health checks
C. Governance role and responsibility definitions, governance structure and composition, governance goals, gate review and periodic health checks
D. Governance role and responsibility definition, PWBS, governance structure and composition, governance goals, gate review requirements

任何项目集都需要有适当的治理结构才能正确执行。项目集治理结构包括项目集经理、发起人、PMO 等人员，他们将使用源自公司资产的政策，程序和标准参与项目的各个阶段。治理计划应提供与治理过程执行相关的所有必要信息。一旦定义，该计划将在项目集生命周期内使用。治理计划成分的最佳列表是什么？

A. 治理角色和职责定义、治理结构和组成、利益相关者管理计划、组件启动标准和关口审查要求
B. 治理角色和职责定义、高阶治理计划和会议时间表、财务模型和定期健康检查
C. 治理角色和职责定义、治理结构和组成、治理目标、关口评审和定期健康检查
D. 治理角色和职责定义、PWBS、治理结构和组成、治理目标、关口评审要求

# 78. You are not sure about the difference between the benefits management plan and the program roadmap. From the list of below options, what is the BEST answer?

A. There is no difference between the two. They both relate to the creation of program benefits
B. They are different: the benefits management plan describes when and how the benefits will be created, and the program roadmap is more general and provides a high level view of the key milestones and decision points of the program. including benefits realization
C. They are different: the benefits management plan describes when and how the benefits will be created, and the program roadmap does not address at all the creation of the benefits
D. They are complementary: both are outputs from ‘Benefits and planning’ activities

你不确定收益管理计划和项目集路线图之间的区别。从以下选项列表中，最佳答案是什么？

A. 两者没有区别。它们都与创造项目集收益有关
B. 它们是不同的：收益管理计划描述了何时以及如何创建收益，而项目集路线图更为笼统，提供了项目集关键里程碑和决策点的高阶视图。包括收益实现
C. 它们是不同的：收益管理计划描述了何时以及如何创造利益，而项目集路线图根本没有涉及收益的创造
D. 它们是互补的：两者都是 “收益和规划” 活动的产出

# 79. Obama is program manager executing a program whose main objective is to create a very competitive thermal camera. During the program phase-gate review, the program steering committee found that the program is not likely to deliver its expected benefits due to rapid technology change in the competitive market of the thermal cameras. What decision should taken by steering committee?

A. The steering committee should request the program manage active the change management process
B. The steering committee should request a business case review
C. The steering committee should take the hard decision to terminate the program
D. The steering committee should request the program manager to create a recovery plan for the situation

奥巴马是一名项目集经理，负责执行项目集，其主要目标是打造一款极具竞争力的热摄像机。在项目集阶段关口评审期间，项目集指导委员会发现，由于热摄像机竞争市场的快速技术变化，该项目集不太可能实现预期收益。指导委员会应该做出什么决定？

A. 指导委员会应要求项目集管理人员积极执行变更管理流程
B. 指导委员会应要求进行业务论证审查
C. 指导委员会应作出艰难决定，终止该项目集
D. 指导委员会应要求项目集经理该情况制定恢复计划

# 80. Program manager concerned that the program is unable to fulfill the benefit goal. What should the program manager do next?

A. Work with PMO to check the critical success factor
B. Work with component project manager to allocate more resource to the program
C. Check with sponsor if the Program can be canceled
D. Work with component project manager to resolve this concern

项目集经理担心项目集无法实现收益目标。项目集经理接下来应该做什么？

A. 与 PMO 合作检查关键成功因素
B. 与组件项目经理合作，为项目集分配更多资源
C. 与发起人核实该项目集是否可以取消
D. 与组件项目经理合作解决此关切

# 81. A program manager has a multiple-project program that is scheduled to be completed by year’s end. During the program delivery phases of the program, several mandatory changes are identified that would extend the program’s completion date. What is the next step for the program manager?

A. Apply resource leveling to ensure the program is completed on schedule
B. Update the schedule to reflect the extended completion date
C. Adjust working hours to ensure the program is completed on schedule
D. Submit a change request to extend the program schedule

项目集经理有多项目的项目集，计划在年底前完成。在项目集的项目集交付阶段，确定了若干强制性变更，这些变更将延长项目集的完成日期。项目集经理的下一步是什么？

A. 应用资源平衡以确保项目集如期完成
B. 更新进度表以反映延长的竣工日期
C. 调整工作时间，确保项目集如期完成
D. 提交变更请求以延长项目集进度

# 82. The Program is consisted of several component projects,and all project are scheduled to completed on the December 31st. A mandatory change happened which would delay the program schedule, what action should the program take to deal the situation?

A. Create a change request for delay the program
B. Fast track the program to ensure the program closed on December 31st
C. Use resource leveling to ensure the program closed on December 31st
D. Crash the program schedule to ensure the program closed on December 31st

项目集由几个组件项目组成，所有项目计划于 12 月 31 日完成。发生了强制变更，这会延迟项目集进度，项目集应该采取什么措施来应对这种情况？

A. 创建延迟项目集的变更请求
B. 快速跟踪项目，确保项目集于 12 月 31 日结束
C. 利用资源平衡确保项目集于 12 月 31 日结束
D. 打乱项目集时间表，确保项目集于 12 月 31 日结束

# 83. A program manager was charged an on-going program. The previous manager make alienated and angry with the clients. The staff don’t compliance with organization policies and have no action in program and program activities. What can program manager do next?

A. Communicate to the project managers to identify issues, and make a plan to do throughout the program
B. Meeting for teams, ask team members to obey organization’s policies
C. Communicate project manager individually, and make a plan accordingly
D. Negotiate with team, ask team members to perform program activity

项目集经理负责正在进行的项目集。前任经理对客户感到疏远和愤怒。员工不遵守组织政策，在项目集和项目集活动中没有行动。项目集经理接下来可以做什么？

A. 与项目经理沟通以确定问题，并制定整个项目集需要的计划
B. 与团队会面，要求团队成员遵守组织政策
C. 与项目经理单独沟通，并据此制定计划
D. 与团队协商，要求团队成员执行项目集活动

# 84. The risk manager completes risk response planning. The risk manager believes that to effectively address all eventualities, an additional action is required. What should the program manager do next?

A. Transfer a percentage of known risks
B. Establish a contingency reserve
C. Avoid known critical project threats
D. Perform a final review of project scope

风险经理完成风险应对计划。风险经理认为有效应对所有可能发生的情况，需要采取额外的行动。项目集经理接下来应该做什么？

A. 转移已知风险的百分比
B. 建立应急储备
C. 避免已知的关键项目威胁
D. 对项目范围进行最终评审

# 85. Finally, your program to develop the advanced polymer chemical for raincoats is near to completion. You have had seven projects in your program, and the last one should finish in two months. You have been involving the people in your operations support group to be part of your program team meetings now for the last year and earlier included them on the distribution list for your status reports so they felt they were part of the team for success as you recognize transition planning is the key to benefits sustainment in program management. As a program manager, you also recognize the importance of ensuring that component transition requests are prepared. It is especially important during which phase?

A. Transition Planning
B. Direct and Manage Program Execution
C. Develop Program Management Plan
D. Program Delivery

最后，你开发用于雨衣的高级聚合物化学品的项目集即将完成。你的项目集中有七个项目，最后一个应该在两个月内完成。在过去的一年中，你一直让运营支持小组的人员参与项目集团队会议，并在早些时候将他们列入状态报告的分发列表中，因此他们觉得自己是团队成功的一部分，因为你认识到过渡规划是项目集管理中收益维持的关键。作为项目集经理，你也认识到确保准备好组件过渡请求的重要性。这在哪个阶段尤为重要？

A. 过渡规划
B. 指导和管理项目集执行
C. 制定项目集管理计划
D. 项目集交付

# 86. The large international manufacture company is centralizing its IT which is currently spread over to countries. The transition means physically regrouping the infrastructure and aligning processes and organizations. The high-level scope of this transformation encompasses three main areas: 1) The technology area - assessing which technology/tooling should be retained for the target date center. 2) The policies and procedure area - aimed at establishing a common set of processes supporting a new way of delivering services. 3) The HR area-assuring the new organization best fits the diversity of the countries and function domains, while offering equivalent compensations for comparable functions. You have selected your teams and you are preparing the business case to support 1)the team selection you made and 2)your recommendation to proceed to the program’s next phase. Which document should be present in your business case?

A. A detailed plan showing dependencies among the constituent projects.
B. A comprehensive analysis of the different compensation packages offered in the 16 countries.
C. An inventory detailing all physical and logical components in place and the employees in cope.
D. A cost/benefit analysis of the different scenarios, presenting their respective contribution

大型国际制造公司正在集中其信息技术，目前信息技术已遍布各国。过渡意味着对基础设施进行物理重组，调整流程和组织。该转型的高阶范围包括三个主要领域：1) 技术领域 —— 评估应为目标数据中心保留哪些技术 / 工具。2) 政策和程序领域 —— 旨在建立一套共同的流程，支持新的服务交付方式。3) 人力资源领域确保新组织最适合国家和职能领域的多样性，同时为类似职能提供同等报酬。你已经选择了你的团队，你正在准备业务论证，以支持 1) 你所做的团队选择，以及 2) 你继续计划下一阶段的建议。你的业务论证中应包含哪些文档？

A. 显示各组件项目之间依赖关系的详细计划
B. 对 16 个国家提供的不同薪酬方案的综合分析
C. 详细说明所有物理和逻辑组件的清单，以及应对的员工
D. 不同情景的成本 / 收益分析，介绍各自的贡献

# 87. The program you are managing is spread over 9 countries, includes 23 external companies and generates more than 50 external communications a year. You organize an open event every year in order to distribute the essential information on your program. The objective of this event is not only to summarize and distribute all the available information but also to receive feedback from all parties about the achieved and future expected benefits. The open event took place last week and you are facing strong opposition from the program team over-archiving all distributed information into the PMIS. This PMIS is provided by the corporate IT support. What is the FIRST action you should take?

A. Ask them to stop everything now and urge them to archive files
B. Develop an understanding of why they are opposed to the corporate PMIS and use management reserve to purchase another PMIS in order to archive files
C. Ask your PMO to specify and negotiate a PMIS change with corporate people to make it more acceptable by all
D. Argue that this is the PMIS corporate tool, used by several other programs and there is no other specific PMIS just for us

你正在管理的项目遍布 9 个国家，包括 23 家外部公司，每年产生 50 多个外部通信。你每年都会组织一次公开活动，以分发有关项目集的基本信息。本次活动的目的不仅是总结和分发所有可用信息，而且是从各方获得有关已实现和未来预期收益的反馈。公开活动于上周举行，你在将所有分发的信息归档到 PMIS 的问题上面临着项目集团队的强烈反对。该 PMIS 由公司 IT 支持部门提供。你应该首先采取什么行动？

A. 要求他们立即停止一切，并敦促他们归档文件
B. 了解他们反对公司 PMIS 的原因，并使用管理储备购买另一个 PMIS 以归档文件
C. 要求 PMO 指定 PMIS 变更，并与公司人员协商，使其更为所有人所接受
D. 反驳这是公司 PMIS 工具，被其他几个项目集使用，没有其他专门针对我们项目集的 PMIS

# 88. You are the program manager which are defining the program scope. Except studying the program’s scope, and cost are determined early in the program to assess the organization’s ability to execute the program. Another factor is?

A. Program finance
B. Program resource
C. Program master schedule
D. Program components

你是正在定义项目集范围的项目集经理。除了研究项目集的范围和成本外，这些都是在项目集早期确定的，以评估组织执行项目的能力。另一个因素是？

A. 项目集财务
B. 项目集资源
C. 项目集主计划表
D. 项目集组件

项目集生命周期阶段活动: 
 1. 启动对范围, 资源和成本的研究和估算
 2. 制定初步风险评估
 3. 制定项目集章程和路线图

关联: A: 91, 165

# 89. A project manager identifies a risk factor that could negatively impact the environment, after learning of the risk, what should the program manager do?

A. Evaluate the appropriate level of organize to address the risk
B. Notify the program steering committee of the program risk and its impact
C. Immediately contact the applies governmental authorizes
D. Direct the project manager to upon the risk response plan

项目经理确定了可能对环境产生负面影响的风险因素，在得知风险后，项目集经理应该怎么做？

A. 评估解决风险的适当组织级别
B. 将项目集风险及其影响通知项目集指导委员会
C. 立即联系申请政府授权
D. 指导项目经理制定风险应对计划

# 90. Component transition and closure is an important program activity during program life cycle. Prior to the end of the program benefits delivery phase, all component areas are reviewed to verify that the benefits were delivered and to transition any remaining projects and sustaining activities. Before the authorizing formal program closure, for the program final status what do you do?

A. Completed a report to governance board
B. Reported the final status to governance board
C. Prepared the lessens learned
D. Reviewed with the program sponsor and governance board

组件过渡和收尾是项目集生命周期中一项重要的项目集活动。在项目集收益交付阶段结束之前，对所有组成领域进行评审，以核实收益是否已交付，并过渡任何剩余项目和维持活动。在授权正式项目集关闭之前，对于项目集的最终状态，你会做什么？

A. 向治理委员会提交报告
B. 向治理委员会报告最终状态
C. 准备好经验教训
D. 与项目集发起人和治理委员会一起评审

# 91. A program manager defines a new program with great potential in an organization that has experienced both successes and failures. In preparation for the initiating process, what should the program manager do?

A. Establish a framework for funding with the sponsoring organization
B. Create a strong budgetary proposal that utilizes minimal investment
C. Obtain the president’s support to influence the sponsoring organization’s buy-in
D. Identify several funding sources within the organization

项目集经理在经历过成功和失败的组织中定义了具有巨大潜力的新项目集。在启动过程做准备时 (启动之前), 项目集经理应该做什么？

A. 与发起组织建立财务框架
B. 制定强有力的预算方案，利用最少的投资
C. 获得总裁的支持，以影响发起组织的支持
D. 确定组织内的几个资金来源

关联: A: 88, 165

# 92. The program manager of a multinational program must reconcile data including subject matter experts’ labor hour estimates,and other direct resource hour estimates. In addition, the program manager must prepare the cash flow analysis. Which of the following should be included to get a considered baseline budget?

A. Currency exchange rates
B. Component cost estimates
C. Baseline schedule
D. Program payment schedules

跨国项目集的项目集经理必须协调数据，包括主题专家的工时估算和其他直接资源工时估算。此外，项目集经理必须准备现金流分析。应考虑以下哪一项来获得基线预算？

A. 货币汇率
B. 组件成本估算
C. 基线时间表
D. 项目集支付计划

# 93. There are four projects in a program. According to following information, which project will be canceled based on revenue and on cost at the next phase-gate review meeting?

Project A revenue is ＄700, Cost is ＄900
Project B revenue is ＄900, Cost is ＄700
Project C revenue is ＄300, Cost is ＄200
Project D revenue is ＄200, Cost is ＄300

A. Program A
B. Program B
C. Program C
D. Program D

项目集有四个项目。根据以下信息，在下一阶段的阶段关口评审会议上，将根据收入和成本取消哪个项目？
项目集 A 收入为 700 美元，成本为 900 美元
项目集 B 收入为 900 美元，成本为 700 美元
项目集 C 收入为 300 美元，成本为 200 美元
项目集 D 收入为 200 美元，成本为 300 美元

A. 项目集 A
B. 项目集 B
C. 项目集 C
D. 项目集 D

用减法

关联: A: 7, 39, 42

# 94. You are an organization’s program manager and the program is currently in the delivery phase. you find that a supplier that is not on the company’s supplier list can offer a lower price. your program is currently working with a qualified supplier. This supplier can provide pre-negotiated price. This supplier also provide products for other program in the company. You can terminate the cooperation of this supplier at any time. What should do as a program manager?

A. Use Request for proposal to select supplier based on the company’s effective procedure
B. Immediately terminate the current contract and cooperate with the new supplier
C. Tell the current supplier about the information, negotiate with it and request a price cut
D. Let all suppliers provide quotes

你是组织的项目集经理，该项目集目前处于交付阶段。你发现，不在公司供应商名单上的供应商可以提供更低的价格。你的项目集目前正在与合格供应商合作。该供应商可以提供预先商定的价格。该供应商还为公司的其他项目集提供产品。你可以随时终止与该供应商的合作。作为项目集经理应该做什么？

A. 根据公司的有效程序，使用建议邀请书来选择供应商
B. 立即终止当前合同并与新供应商合作
C. 将信息告知当前供应商，与之协商并要求降价
D. 让所有供应商提供报价

关联: B: 23

# 95. An organization requests that a junior project manager, with no previous experience or training in the industry, take over a complex program component. The program component involves senior subject matter experts and has dependencies with other large projects to deliver key benefits to the organization. How should the junior project manager respond to this request?

A. Accept the assignment, identify the skill gaps, and request training
B. Reject the assignment, because of the ethical requirement not to accept work for which the project manager is not qualified
C. Accept the assignment as a challenge and an opportunity to acquire new skills and seek advice from a senior project manager
D. Reject the assignment because of fear of failure and resulting negative career impact

组织要求没有行业经验或培训的初级项目经理接管一个复杂的项目集的组件项目。项目集组成部分包括高级主题专家，并与其他大型项目有依赖关系，为组织带来关键收益。初级项目经理应如何回应此要求？

A. 接受任务，确定技能差距，并要求培训
B. 由于不接受项目经理不合格而承担项目工作的道德要求，拒绝该任务
C. 接受任务，将其视为获得新技能的挑战和机会，并向高级项目经理寻求建议
D. 因担心失败而拒绝任务，从而对职业生涯产生负面影响

# 96. The program manager wants to ensure that a program contribute to shareholders value. The program manager should verify alignment with which of the following?

A. Program charter
B. Organizational structures and policies
C. Organizational strategic objectives
D. Program governance plan

项目集经理希望确保项目集为股东价值做出贡献。项目集经理应核实是否符合以下哪一項？

A. 项目集章程
B. 组织结构和政策
C. 组织战略目标
D. 项目集治理计划

# 97. Which of the following serves as a guiding principle for a program manager when preparing a program work breakdown structure?

A. Decompose the program work based upon available resources
B. Decompose the program to the work package level
C. Decompose the program to the architecture baseline level
D. Decompose the program at a level sufficient to achieve control

在编制项目集工作分解结构时，以下哪项是项目集经理的指导原则？

A. 根据可用资源分解项目集工作
B. 将项目集分解到工作包级别
C. 将项目集分解到架构 (architecture) 基线级别
D. 在足以实现控制的水平上分解项目集

# 98. You will have a meeting with the GB, and in this meeting you will discuss ongoing and completed risks response. You have to minimize the risks impact, and you have assigned core team members who are responsible for the overall risk management. You have hold the first review meeting for your program, and it will followed by a meeting with your GB, which direct you to response on risks. When you have prepared the risk response, what is the next step?

A. Meet with the customer
B. Update the risk register
C. Update the change of the risk response plan
D. Review the issue register

你将与 GB 召开会议，在此次会议中，你将讨论正在进行的和已完成的风险应对。你必须将风险影响降至最低，并且你已指派了负责总体风险管理的核心团队成员。你已经为你的项目集召开了第一次评审会议，随后将与 GB 召开会议，指导你应对风险。准备好风险应对措施后，下一步是什么？

A. 与客户会面
B. 更新风险登记册
C. 更新风险应对计划的变更
D. 审查问题登记册

在确定风险应对措施时, 可能存在与这些风险应对措施相关的次生风险, 必须将其添加到风险登记册中

关联: 考试指南: 160

# 99. A program manger is informed by a component project manager of a project issue that will impact the program schedule. But the project manager’s engineers are confident that they will resolve the issue prior to the project completion. What should the program manager do next?

A. Immediately escalate the issue to the program sponsor and discuss options
B. Modify the program management plan to allow for an anticipated delay
C. Report the issue to the program governance board
D. Talk to sponsor on the risk, discuss a proper mitigation solution

组件项目经理将影响项目集进度的项目问题通知项目集经理。但是项目经理的工程师相信他们会在项目完成之前解决问题。项目集经理接下来应该做什么？

A. 立即将问题上报给项目集发起人并讨论选项
B. 修改项目集管理计划，以允许预期的延迟
C. 向项目集管理委员会报告问题
D. 与发起人讨论风险，讨论适当的缓解方案

# 100. In a complex technology initiative, the program manager discovers the expenses are greater than the planned budget. To establish whether this is a major program issue, the program manager should refer to which of the following documents?

A. Program financial plan
B. Program budget baseline
C. Program performance report
D. Program risk register

在复杂的技术项目集中，项目集经理发现费用大于规划预算，为了确定这是否是一个重大项目集问题，项目集经理应参考以下哪一个文件？

A. 项目集财务计划
B. 项目集预算基线
C. 项目集绩效报告
D. 项目集风险登记册

基准: 一份经过批准的项目集计划, 加上或减去经过批准的变更. 对基准的变更要走正式的流程, 用于与实际绩效比较来确定是否在可接受的范围之内

# 101. The chief executive officer reminds a program manager that a program must deliver a 30% reduction in customer complaints by the end of the year. Where is this expectation documented?

A. Program quality standards
B. Customer management plan
C. Benefits management plan
D. Benefits sustainment plan

首席执行官提醒项目集经理，项目集必须在年底前将客户投诉减少 30%。该期望记录在哪里？

A. 项目质量标准
B. 客户管理计划
C. 收益管理计划
D. 收益维持计划

# 102. A program manager assigns project managers to five component projects and continues to develop program team. Which of the following represents the program manager’s strategy?

A. Rotate the responsibility for risk assessment among the program components
B. Coach the project managers to manage project resources
C. Cross-train the project manager to share expertise
D. Prepare the project managers to assume larger roles with more responsibility

项目集经理将项目经理分配给五个组件项目，并继续发展项目集团队。以下哪项代表项目集经理的策略？

A. 在组件项目之间轮流负责风险评估
B. 培训项目经理管理项目资源
C. 交叉培训项目经理以分享专业知识
D. 让项目经理准备好承担更大的责任

# 103. The Program manager found that component deliverable are diversity within the program, What the program manager should do next?

A. The program manager should meet PMO to develop the uniform standard for all components
B. The program manager asked the project managers to develop the standard of organization for their outcome
C. The program manager should develop the standard for the projects within the program
D. Governance board should provide the standard for all components

项目集经理发现项目集中组件可交付成果是多样的，项目集经理接下来应该做什么？

A. 项目集经理应与 PMO 会面，为所有组件制定统一标准
B. 项目集经理要求项目经理为其成果制定组织标准
C. 项目集经理应制定项目集内项目的标准
D. 治理委员会应为所有组件项目提供标准

A. Submit a program brief to the governance board describing the request
B. Revise the stakeholder management plan to update the sponsor’s status
C. Revise the program communications management plan
D. Generate and maintain separate status reports to comply with the sponsor’s request

项目集发起人 (其项目集包括许多不同的利益相关者) 要求修改标准状态报告，以包括一些不适合所有利益相关者查看的机密更新。在这种情况下，项目集经理应该如何处理？

A. 向治理委员会提交项目集简介，说明请求
B. 修订利益相关者管理计划，以更新发起人的状态
C. 修订项目集沟通管理计划
D. 生成并维护单独的状态报告，以符合发起人的要求

项目集发起人或项目集协议所要求的报告, 包含报告格式和回报频率

# 105. Company A is a large company with development organization in multiple countries. Company B fulfills a specific market segment with small development organizations co-located near its main customers. After company A acquires company B, there are new business directives. As a program manager in company B, what is the first step that should be taken?

A. Update the program management plan against the new business directives
B. Evaluate the benefits management plan against the business directives
C. Evaluate how to leverage resource to realize the planned benefits of the program
D. Submit change requests to the governance board to align with the new company directives

A 公司是大型公司，在多个国家设有开发机构。B 公司与位于其主要客户附近的小型开发组织共同完成特定的市场细分。A 公司收购 B 公司后，有新的业务指令。作为 B 公司的项目集经理，应该采取的第一步是什么？

A. 根据新的业务指令更新项目集管理计划
B. 根据业务指令评估收益管理计划
C. 评估如何利用资源实现计划的收益
D. 向治理委员会提交变更请求，以符合新的公司指令

# 106. A company is releasing a new product geared toward a specific geographic area. The Program manager has received the program objectives and has developed the program roadmap which consists of six program components. Approval from the program governance board has obtained. What does the program manager do next?

A. Assign project manager and resources.
B. Classify the program benéfits.
C. Identify program sponsors and program stakeholders.
D. Develop the program business case.

公司正在发布针对特定地理区域的新产品。项目集经理已收到项目集目标，并制定了由六个项目组成的项目集路线图。已获得项目治理委员会的批准。项目集经理接下来要做什么？

A. 指派项目经理和资源
B. 对项目集收益进行分类
C. 确定项目集发起人和项目集利益相关者
D. 开发项目集业务论证

关联: A: 31, 34; B: 19

# 107. A company does a new system, the program change management team conduct a training to the employees on the new system, during the meeting, the employee felt too much on the change, and workload will increase, they walkout the room, what program manager do?

A. Stop all training, and engage program sponsor on this issue.
B. Work with change management team to identify the root cause, propose the change to the system.
C. Engage department leaders and ask them to present the training and discuss their employees’ concerns.
D. Ask PMO to solve this issue.

公司建立了新系统，项目集变更管理团队就新系统对员工进行培训，在会议期间，员工对变更感到太多，工作量会增加，他们走出房间，项目集经理会做什么？

A. 停止所有培训，并就此问题与项目集发起人接洽
B. 与变更管理团队合作，确定根本原因，提出系统变更建议
C. 与部门领导接洽，请他们介绍培训内容并讨论员工的担忧
D. 请 PMO 解决此问题

# 108. A new program component provides an opportunity to enhance program outcomes. What does the program manager use to document and monitor the opportunity?

A. Risk register
B. Scope management plan
C. Risk management plan
D. Component project risk register

新的项目集组件项目提供了提高项目集成果的机会。项目经理使用什么来记录和监控该机会？

A. 风险登记册
B. 范围管理计划
C. 风险管理计划
D. 组件项目风险登记册

# 109. A program is completed and the expected benefits are realized. Before executing the transition and closing of the program, what should the program manager do?

A. Create a final program report
B. Archive documents and lessons learned
C. Obtain approval from the program governance board to initiate program closure activities
D. Perform administrative and program management information system (PMIS) closure activities

完成了项目集，也实现了预期收益。在执行项目集的过渡和收尾之前，项目集经理应该做什么？

A. 创建最终项目集报告
B. 归档文件和经验教训
C. 获得项目集治理委员会的批准，以启动项目收尾活动
D. 执行行政和项目集管理信息系统 (PMIS) 收尾

关联: B: 35, 108

# 110. A program manager is working on benefits. The program team created and updated a benefits register earlier in the program. The benefits register should include which of the following?

A. List of planned benefits, earned value (EV), and responsible person
B. List of planned benefits, measurement method, and component mapping
C. List of planned benefits, benefit creator, and realization date
D. List of planned benefits, stakeholders, and risk level

项目集经理正在研究收益。项目集团队在项目集早期创建并更新了收益登记册。收益登记册应包括以下哪一项？

A. 计划收益列表、挣值 (EV) 和责任人
B. 计划收益列表、度量方法和组件映射
C. 计划收益列表、收益创建者和实现日期
D. 计划收益列表、利益相关者和风险水平

A. Strategic alignment
B. Value delivery
C. Risk management
D. Performance measurement

公司允许员工使用社交网络广播来提高公司的声誉并征求客户的反馈。客户使用社交网络广播发布了一条无法删除的负面评论，并对公司的关键项目集产生了重大影响。在收益实现分析之后，项目集经理应该关注什么？

A. 战略一致
B. 价值交付
C. 风险管理
D. 绩效度量

# 112. Program manager B is assigned to the program during the program definition phase. The program is composed of 30 component projects, aligned with each of the participating entities, as well as the necessary program development, integration, and delivery components. Program manager B determines that the sponsor’s objective to deliver and transition the benefits to all 30 entities by the end of the year is not achievable. The maturity levels of the smallest entities make them unable to participate in the program currently. The program manager proposes a solution to deploy to the largest entities first, which will provide nearly 90% of the intended benefits. A critical success factor for the program is to deliver at least 80% of the benefits by the end of the year. It is also anticipated that the program will require further improvements once the incremental benefits have been delivered and transitioned. To make this determination program manager B must assess and update which of the following documents?

A. Program management plan
B. Program roadmap
C. Program mandate
D. Program schedule

在项目集定义阶段，B 项目集经理被分配给项目集。该项目集由 30 个组件项目组成，与每个参与实体保持一致，以及必要的项目集开发、集成和交付组成。B 项目集经理确定，发起人在年底前向所有 30 个实体提供和过渡收益的目标是不可能实现的。最小实体的成熟度水平使其目前无法参与该项目集。项目集经理提出先部署到最大实体的解决方案，这将提供近 90% 的预期收益。该项目集的关键成功因素是在年底前实现至少 80% 的收益。此外，预计一旦交付和过渡了增量收益，该项目集将需要进一步改进。为了做出这一决定，B 项目集经理必须评估和更新以下哪些文件？

A. 项目集管理计划
B. 项目集路线图
C. 项目集指令
D. 项目集进度表

# 113. A program stakeholder is concerned about information he received about a project. Who is responsible for reviewing the communications management plan to assure adequate information is provided to the stakeholder?

A. Program sponsor
B. Communications manager
C. Project manager
D. Program manager

项目集利益相关者关心他收到的项目信息。谁负责审查沟通管理计划，以确保向利益相关者提供足够的信息？

A. 项目集发起人
B. 沟通经理
C. 项目经理
D. 项目集经理

关联: A: 166

# 114. During the program execution stage, the component project manager responsible for testing estimates that budgeted hours may exceed 200 hours. What should the program manager do?

A. Communicate to the program sponsor regarding the additional estimated cost and request a change order.
B. Determine which component projects have excess capacity and rebalance those resources to the project that needs additional hours.
C. Request that the project manager make the team members work additional hours and not bill the project.
D. Talk with the project manager and find ways to reduce hours in another part of the project.

在项目集执行阶段，负责测试的组件项目经理估计预算工时可能超过 200 小时。项目集经理应该做什么？

A. 与项目集发起人沟通额外的估计成本，并请求变更单
B. 确定哪些组成项目的产能过剩，并将这些资源重新平衡到需要额外工时的项目
C. 要求项目经理让团队成员多工作几个小时，而不是给项目开账单
D. 与项目经理交谈，找出减少项目其他部分工作时间的方法

# 115. Your company has decided to regroup four existing projects and manage them as a program. You have just been assigned as the program manager. For historical reasons, each existing project has its own Project Management Information System (PMIS). Project managers have a lot of experience in their domain of responsibility, and their PMIS have an excellent reputation in the company. Your company has ask you develop a dedicate PMIS used to your program. And you are wonder who are contribute to PMIS assets. What is the BEST option to answer this question?

A. Sponsor, governance board, PMO, program team member, program manager
B. Sponsor, governance board, program team members, program manager
C. Governance board, PMO, program team member.
D. PMO, program team member

贵公司已决定重组四个现有项目，并将其作为项目集进行管理。你刚刚被指派为项目集经理。由于历史原因，每个现有项目都有自己的项目管理信息系统 (PMIS)。项目经理在其职责范围内拥有丰富的经验，其 PMIS 在公司中享有良好声誉。你的公司要求你开发专用于你的项目集的 PMIS。你想知道谁在为 PMIS 资产做出贡献。回答这个问题的最佳选择是什么？

A. 发起人、治理委员会、PMO、项目集团队成员、项目集经理
B. 发起人、治理委员会、项目集团队成员、项目集经理
C. 治理委员会、PMO、项目集团队成员
D. PMO、项目集团队成员

# 116. The FLX program is very critical to Good Day organization. During the program kick-off meeting, some stakeholders stressed that they need to assess the overall health of the program and take appropriate action to ensure successful benefits delivery. What is the most important action that should be done by the program manager to fulfill this request?

A. The program manager should refine program benefits risks
B. The program manager should ensure having a strong communication management plan
C. The program manager should send the new status of benefits register to the key stakeholders
D. The program manager should consistently monitor and report on benefits metrics to the stakeholders

FLX 项目集对 Good Day 组织非常重要。在项目集开工会议期间，一些利益相关者强调，他们需要评估项目集的整体健康状况，并采取适当措施确保成功交付收益。为了满足这个要求，项目集经理应该采取的最重要的行动是什么？

A. 项目集经理应细化项目集收益风险
B. 项目集经理应确保制定强有力的沟通管理计划
C. 项目集经理应向关键利益相关者发送新的收益册状态
D. 项目集经理应持续监控并向利益相关者报告收益度量衡

# 117. During the execution of a program, some internal stakeholders are waning in their commitment to the program. The program manager has compelling facts identifying the program’s necessity in meeting the company’s goal. What is the next course of action?

A. Schedule time with each stakeholder to present the facts on how the program will help the company and the stakeholder’s organization.
B. Ensure the program sponsor is aware of the situation and update the communications plan.
C. Speak to the program sponsor, present the facts, and let the sponsor speak to the stakeholders at the appropriate time.
D. Schedule time with the stakeholders, present the facts in a group meeting, and listen to the their comments.

在项目集执行过程中，一些内部利益相关者对项目集的承诺正在减弱。项目集经理有令人信服的事实证明项目集在实现公司目标方面的必要性。下一步行动是什么？

A. 与每位利益相关者安排时间，(在小组会议上) 说明项目集将如何帮助公司和利益相关者的组织
B. 确保项目集发起人了解情况并更新沟通计划
C. 与项目发起人交谈，陈述事实，并让发起人在适当的时间与利益相关者交谈
D. 与利益相关者安排时间，在小组会议上陈述事实，并听取他们的意见

利益相关者分析: 只有项目集对利益相关者有利, 才会对项目集产生兴趣. 因此, 项目集经理必须向每个利益相关者展示收益以便增强他们对项目集的兴趣, 从而促使他们支持该项目集

# 118. A program with six projects has been running for three years. The company’s procurement and contracts department has compiled a qualified seller list. The program manager determines that one of the projects must be outsourced. The program manager will use the qualified seller list to do which of the following?

A. Plan a proposal evaluation system
B. Prepare the program procurement management plan
C. Perform the required program budget updates
D. Issue requests for proposals

有六个项目的项目集已经运行了三年。该公司的采购和合同部门编制了一份合格的供应方清单。项目集经理决定其中一个项目必须外包。项目集经理将使用合格的供应方清单执行以下哪一项？

A. 规划建议书评估系统
B. 编制项目集采购管理计划
C. 执行所需的项目集预算更新
D. 发出建议邀请书

# 119. A program manager concurrently implements a software program at four client locations. The client’s objective is to maintain quality while shortening the software implementation timeline. What key elements should be included in the benefits register to achieve this goal?

A. Plans for tracking and communicating risks associated with the program
B. Plans for conducting program quality assurance and control on a regular basis
C. Plans for program schedule control to meet the shorter timeline
D. Plans for defining metrics and key performance indicators (KPIs), and procedures to measure benefits.

项目集经理在四个客户端位置同时实现软件程序。客户的目标是在缩短软件实施时间的同时保持质量。为了实现这一目标，收益登记册应包括哪些关键要素？

A. 跟踪和沟通项目集相关风险的规划
B. 定期进行项目集质量保证和控制的规划
C. 项目集进度控制的规划，以满足更短的时间表
D. 定义度量衡和关键绩效指标 (KPI) 的规划，以及度量收益的程序

关联: B: 40, 97, 118

# 120. The stakeholder engagement plan contains the detailed strategy for effective stakeholder engagement for the duration of the program. You have developed your program’s stakeholder engagement plan and got approval from governance board, the next step you should?

A. Develop component stakeholder engagement plan
B. Distribute the plan
C. Develop the program communication management plan
D. Review the stakeholder engagement plan with key stakeholders

利益相关者争取计划包含在项目集期间有效争取利益相关者的详细策略。你已经制定了项目集的利益相关者争取计划，并获得了治理委员会的批准，下一步应该做什么？

A. 制定组件利益相关者争取计划
B. 分发计划
C. 制定项目集沟通管理计划
D. 与关键利益相关者一起评审利益相关者争取计划

# 121. When developing the program governance, which of the following parties is in the best position to approve a change in scope affecting only one project?

A. Program steering committee
B. Project steering committee
C. Program change control board
D. Project change control board

在制定项目集治理时，以下哪一方最有资格批准仅影响一个项目的范围变更？

A. 项目集指导委员会
B. 项目指导委员会
C. 项目集变更控制委员会
D. 项目变更控制委员会

关联: A: 3, 14, 27, 28, 29, 144; B: 55, 77, 78, 95, 109

# 122. A program governance board mandates that phase gate reviews must be held so each component projects can be reviewed and individually authorized to proceed to the next phase. Tracking and reporting of actual benefits realized is one part of the review. What is the other part of the review?

A. Tracking and reporting on benefits management plan
B. Identifying factors influencing delivery of benefits
C. Demonstrating that other stage gate requirements have been met
D. Gathering additional stakeholders’ requirements

项目集治理委员会规定必须进行阶段关口评审，以便对每个组件项目进行评审，并单独授权进入下一阶段。跟踪和报告实现的实际效益是评审的一部分。评审的另一部分是什ム？

A. 跟踪和报告收益管理计划
B. 确定影响收益交付的因素
C. 证明已满足其他阶段关口要求
D. 收集其他利益相关者的需求

# 123. Your pharmaceutical company has decided to develop some of products, and has decided to manage this major effort as a program. A business case has been developed and the program is approved. You have developed the program charter which contains high-level information about the program. You now want to develop a high-level milestone plan in order to align the program with the expectations of stakeholders, including sponsors. To accomplish this plan you are wondering what documents or information that you should to reference, which documents are these information?

A. Program roadmap, organization strategic plan, program scope statements.
B. Benefits management plan, program charter, program scope statement.
C. Benefits management plan, program scope statement, Program roadmap
D. Work breakdown structure (WBS), scope statements, benefits management plan.

你的制药公司已经决定开发一些产品，并决定将这项重大工作作为项目集来管理。已经制定业务论证并批准了该项目集。你已经制定了项目集章程，其中包含有关项目集的高阶信息。现在，你需要制定高阶里程碑计划，以使项目集与利益相关者 (包括发起人) 的期望保持一致。为了完成这个计划，你想知道应该参考哪些文档或信息，这些信息是哪些文档？

A. 项目集路线图、组织战略计划、项目范围说明书
B. 收益管理计划、项目集章程、项目阶范围说明书
C. 收益管理计划、项目集范围说明书、项目集路线图
D. 工作分解结构 (WBS)、范围说明书、收益管理计划

生命周期-任务3

# 124. You are in the process of program risk analysis, you have accomplished many activities such as quantitative and qualitative analysis, analysis the impact of the negative risks and positive risks, etc… For developing best information supported that should be set aside to deal with risks that occur, another important thing to do is?

A. Have a celebration
B. Have a review with project manager
C. Risk planning
D. Contingency reserve

你正在进行项目集风险分析，你已经完成许多活动，如定量和定性分析、分析负面风险和正面风险的影响等。为了开发最好的支持信息，并将其用于应对发生的风险，另一件重要的事情是？

A. 庆祝一下
B. 与项目经理进行评审
C. 风险规划
D. 应急准备金

# 125. You are manage a program. There is a document which also establish the relationship between program activities and expected benefits. This document is?

A. Program roadmap
B. Benefits management plan
C. Program plan
D. Program business case

你正在管理项目集。有一份文件也确立了项目集活动与预期收益之间的关系。此文档是？

A. 项目集路线图
B. 收益管理计划
C. 项目集计划
D. 项目集业务论证

# 126. Stakeholders do not understand whether the program fits within the company’s strategic objectives during program initiation. Which deliverable should be demonstrate the program’s alignment!

A. Program scope statement
B. Benefit management plan
C. Program charter
D. Business case

利益相关者在项目集启动期间不了解项目集是否符合公司的战略目标。哪份可交付成果应证明项目集的一致性？

A. 项目集范围说明书
B. 收益管理计划
C. 项目集章程
D. 业务论证

# 127. You are manage a program under a firm fixed price contract for an important customer. Up to now,this program was progressing well but suddenly, foreseen and unforeseen risk appears during the course of the program. The mitigation plan would be developed. According to the following options, which will be the MOST appropriate way to control program risks?

A. Formally ask the board to authorize you to obtain additional budget from your customer.
B. Ask for permission to use the management reserve.
C. Modify the contract type when unforeseen risk appearS.
D. Prepare the risk response plans, prepare contingency reserves of time and cost, control the residual risks.

你正在为重要客户管理固定价格的项目集。到目前为止，该项目集进展顺利，但在项目集过程中突然出现了可预见和不可预见的风险。将制定缓解计划。根据以下选项，哪一种是控制项目集风险的最合适方式？

A. 正式要求董事会授权你从客户处获得额外预算
B. 请求许可使用管理储备
C. 当出现不可预见的风险时，修改合同类型
D. 制定风险应对计划，准备时间和成本的应急储备，控制剩余风险

# 128. In the last year, all program phase gate reviews received excellent feedback and exceeded stakeholder expectations. Recently, the customer decides that there is no need to continue phase gate reviews. What should the program manager do next?

A. Ask the stakeholders what they want and proceed with their recommendations.
B. Agree with the customer and initiate change control procedures.
C. Continue periodic gate reviews to maintain program effectiveness for benefits realization.
D. Replace program reviews with periodic communications of the program’s status.

在过去一年中，所有项目集阶段评审都收到了极好的反馈，超出了利益相关者的预期。最近，客户决定无需继续阶段关口评审。项目集经理接下来应该做什么？

A. 询问利益相关者他们想要什么并继续他们的建议
B. 与客户达成一致并启动变更控制程序
C. 继续定期评审，以保持项目集收益实现的有效性
D. 用定期沟通项目集状态来代替项目集评审

# 129. The project manager of project A develops a communications management plan. The project manager of project B is new and is uncertain how to develop appropriate communications for the company’s staff. What should the program manager do to ensure communications on the component projects are consistent?

A. Request a more experienced project manager to manage project B.
B. Create a program communications management plan across all component projects.
C. Direct all projects to use project A’s communications management plan as a template.
D. Rework the communications management plans for all projects to be consistent.

项目 A 的项目经理制定沟通管理计划。项目 B 的项目经理是新手，不确定如何为公司员工建立适当的沟通。项目集经理应该做什么来确保组件项目的沟通一致？

A. 请一位更有经验的项目经理来管理项目 B
B. 在跨所有组件项目中创建项目集沟通管理计划
C. 指导所有项目使用项目 A 的沟通管理计划作为模板
D. 重新制定所有项目的沟通管理计划，使其保持一致

# 130. A program manager learns that a competitor has launched a suite of products that may undermine the benefits that the program is intended to deliver. What should the program manager do?

A. Update the benefits management plan to deliver similar functionality.
B. Collaborate with the program sponsor to update the success criteria.
C. Revise the program mandate to include additional functionality.
D. Determine if the program is still in alignment with the strategic objectives.

项目集经理得知竞争对手推出了一系列产品，这些产品可能会损害项目集的预期收益。项目集经理应该做什么？

A. 更新收益管理计划以提供类似功能
В. 与项目集发起人合作，更新成功标准
C. 修改项目集指令，以包括其他功能
D. 确定项目集是否仍符合战略目标

# 131. When should the program manager approve the closure of the component project?

A. When acceptance criteria of the project are met.
B. When the project has delivered the project benefits.
C. When the program deliverable are complete.
D. When the project deliverable are complete.

项目集经理应何时批准组成项目的结束？

A. 当满足项目验收标准时
B. 当项目交付项目收益时
C. 当项目集交付完成时
D. 当项目交付成果完成时

生命周期-任务24

关联: A: 43, 45, 131

# 132. A company contracts the services of a program manager for a high-visibility, transformational program. The program manager immediately realizes that the program is out of alignment with the organization’s strategic plan. Stakeholders are not aware of the benefits to be realized, and the component project managers are continuously behind schedule and over budget. The program is considered viable and important for the organization. What is the next thing the program manger should do to restore the program’s health after realigning the program to the organization’s strategic plan?

A. Identify synergies and efficiency between components and update the resource plan.
B. Revise the roadmap and ensure program benefits management is performed.
C. Perform an environmental assessment and update the communications plan.
D. Establish a program governance board and perform a kick off informing all stakeholders.

公司为一个高知名度的转型项目集与项目集经理签订合同。项目集经理立即意识到项目集与组织的战略计划不一致。利益相关者不知道将要实现的收益，而组件项目经理持续落后于计划并超出预算。该项目集被认为是可行的，对组织很重要。在根据组织的战略计划重新调整项目集后，项目集经理接下来应该做什么来恢复项目集的健康？

A. 确定各组件项目之间的协同作用和效率，并更新资源
B. 修订路线图，确保实施项目集收益管理
C. 进行环境评估并更新沟通计划
D. 建立项目集治理委员会，并开始通知所有利益相关者

# 133. A program manager for the construction of an international event venue that will impact the local community needs to determine the best approach for communications. One of the conditions of the program is that after the event takes place, a park will be built for the community’s use. What should the program manager do to ensure community support?

A. Review the scope with the program sponsor and community representatives
B. Organize an advocacy group and facilitate community engagement
C. Negotiate the program scope with community representatives
D. Ensure community representatives are part of the steering committee

国际活动场地建设项目集经理需要确定最佳沟通方式，该场地将影响当地社区。该项目集的一个条件是，在活动发生后，将为社区建设一个公园。项目集经理应如何确保社区支持？

A. 与项目集发起人和社区代表一起评审范围
B. 组织宣传小组，促进社区参与
C. 与社区代表协商项目集范围
D. 确保社区代表是指导委员会的一部分

# 134. A project is assigned to a qualified project manager by the program manager. The client rejects the project manager due to a lack of proper qualifications to manage such a project. What should the program manager do next?

A. Reassess the project manager’s credentials
B. Assign a different project manager
C. Review the skill requirements of the project
D. Apply the competence assessment techniques to resolve the issue

项目由项目集经理指派给合格的项目经理。由于缺乏管理此类项目的适当资质，客户拒绝了项目经理。项目集经理接下来应该做什么？

A. 重新评估项目经理的资质
B. 指派不同的项目经理
C. 评审项目的技能需求
D. 应用能力评估技术解决问题

# 135. During the last steering committee meeting, a program manager presented the benefits register to the program governance board. Since the intended benefits of the program were realized, the program manager was asked to transition the program into operations. At this stage, what is expected during the post-review session organized by the program manager?

A. Earned value (EV) report
B. Customer sign-off
C. Benefits register updates
D. Feedback and lessons learned

在上一次指导委员会会议期间，项目集经理向项目集治理委员会提交了收益登记册。由于项目集的预期收益已经实现，项目集经理被要求将项目集过渡为运营。在这个阶段，项目集经理组织的后评估会议的期望是什么？

A. 挣值 (EV) 报告
B. 客户签字
C. 收益登记册更新
D. 反馈和经验教训

生命周期-任务34

# 136. The program manager completed the program’s benefits analysis and planning activities. What will this ensure for the program?

A. Information necessary to establish key benefit performance indicators
B. A transition plan to facilitate the ongoing realization of benefits
C. A plan to monitor performance due to operational, financial, and benefits changes
D. A benefits management plan to guide the work through the remainder of the program

项目集经理完成了项目集的收益分析和规划活动。这将确保为项目集带来什么？

A. 建立关键效益绩效指标所需的信息
B. 促进持续实现收益的过渡计划
C. 因运营、财务和收益变化而监控绩效的计划
D. 收益管理计划，以指导完成项目集剩余部分工作

关联: B: 13, 14

# 137. You are managing a program which is well underway. Several identified benefits have been realized and the four component projects are on track to produce their expected deliverables. A large majority of stakeholders are happy with program results, except one who is key for the success of the program. This stakeholder insists on the fact that you did not plan to track and manage her expectations. You paid a lot of attention to stakeholder engagement during the program definition phase, and you believe you effectively documented how to track stakeholders’ expectations during the life of the program. Where did you record HOW you planned to track and manage stakeholders’ expectations?

A. The stakeholder engagement plan
B. The program charter which describes stakeholder expectations
C. The program business case which gives a high-level summary of stakeholder expectations
D. The stakeholder register

你管理正在进行中的项目集。已经实现了几个已确定的收益，四个组件项目正在按预期交付。大多数利益相关者对项目集结果感到满意，但对项目集成功至关重要的一位利益相关者除外。该利益相关者坚持认为，你没有规划跟踪和管理她的期望。在项目集定义阶段，你非常关注利益相关者的争取，你相信你有效地记录了如何在项目集生命周期内跟踪利益相关者期望。你在哪里记录了你规划如何跟踪和管理利益相关者的期望？

A. 利益相关者争取计划
B. 描述利益相关者期望的项目集章程
C. 项目集业务论证里，对利益相关者的期望进行了高阶总结
D. 利益相关者登记册

# 138. The program manager has left the program assignment and be substituted by the new program manager, when the program manager start to work on the program and he found that some of components have delivered the benefits to operation, but the benefits have not been traced and sustained to deliver the benefits, the program manager should review which of following?

A. Program management plan
B. Program benefit management plan
C. Program benefit transition plan
D. Program benefit sustainment plan

项目集经理已经脱离项目集的任命，由新的项目集经理代替。当项目集经理开始为项目集工作时，他发现一些组件已经为运营带来了收益，但这些收益尚未被追踪和维持，以便交付收益，项目集经理应评审以下哪一项？

A. 项目集管理计划
B. 项目集收益管理计划
C. 项目集收益过渡计划
D. 项目集收益维持计划

A. Redefine the program priorities, shift project resources as needed, and update the benefits management plan.
B. Notify the stakeholders to make sure they approve and update the benefits management plan
C. Perform a cost benefit analysis, update the risk management plan, and notify the stakeholders.
D. Update the risk management plan and the benefits management plan.

项目集经理有五个项目和三个组成部分，在项目集完成后将退出。项目集经理认为，在整个项目集生命周期中，其中一个组件将无法以当前形式继续。有问题的组件出现故障，项目集经理与团队负责人交谈，团队负责人相信组件将在 24 小时内部分运行，并在 48 小时内完全运行。团队负责人预计这种情况每月至少发生两次。由于该组件故障将使公司损失其每目收入的 10%, 项目集发起人希望该组件立即退出。完成影响分析后，以下哪项代表项目集经理的下一步？

A. 重新定义项目集优先级，根据需要转移项目资源，并更新收益管理计划
B. 通知利益相关者，确保他们批准并更新收益管理计划
C. 进行成本收益分析，更新风险管理计划，并通知利益相关者
D. 更新风险管理计划和收益管理计划。

关联: B: 143

# 140. The customer of a three-year program does not want to receive any intermediate details on the program. The program appears to be in trouble and the customer is concerned about a new system’s cost. The program manager has provided monthly performance reports throughout the program’s life cycle. Which of the following would the customer be interested in reviewing?

A. Estimate to complete
B. Estimate at completion
C. Original cost baseline
D. Cost performance index

持续三年时间的项目集客户不希望收到该项目集的任何中间细节。该项目集似乎有麻烦，客户担心新系统的成本。项目集经理在整个项目集生命周期内提供了月度绩效报告。客户对以下哪一项感兴趣？

A. 完工尚需估算
B. 完工估算
C. 原始成本基准
D. 成本绩效指数

关联: B: 67; 考试指南: 77

# 141. A program manager noticed that one project manager tends to withdraw during input from discussions to avoid conflicts. What technology should the program manager use to gain more inputs from the project manager?

A. Institute an incentive program to create competition among team members.
B. Make the project manager share an office with more assertive team members.
C. Solicit ideas from each team member individually, giving each person a chance to express their opinions.
D. Create an online message board so team members can see the response to everyone’s idea.

项目集经理注意到，一位项目经理倾向于在讨论中回避意见，以避免冲突。顶目集经理应该使用什么技术从项目经理那里获得更多的信息输入？

A. 制定激励计划，在团队成员之间创造竞争
B. 让项目经理与更有主见的团队成员共享办公室
C. 单独收集每个团队成员的意见，给每个人表达意见的机会
D. 创建在线留言板，让团队成员可以看到对每个人想法的回应

# 142. A key stakeholder’s requirement contradicts the organization’s strategic objectives. The program manager meets with the stakeholder, but is unable to reach a compromise on the requirement. What should the program manager do first?

A. Meet with the program management office to update the benefits management plan
B. Meet with organization’s strategic planning committee to obtain clarification
C. Meet with the program sponsor to address the issue
D. Meet the customer to determine if the stakeholder’s requirement is valid

关键利益相关者的要求与组织的战略目标相矛盾。项目集经理与利益相关者会面，但无法就需求达成妥协。项目集经理首先应该做什么？

A. 与项目管理办公室会面，更新收益管理计划
B. 与组织的战略规划委员会会面以获得澄清
C. 与项目集发起人会面以解决问题
D. 与客户会面，以确定利益相关者的要求是否有效

问题升级

关联: 考试指南: 159

# 143. During phase gate review, what to be reviewed to validate the ‘go’ decision?

A. Program management plan
B. Program status reports
C. Program governance plan
D. SPI & CPI

在阶段关口评审期间，需要评审哪些内容以验证 “继续” 的决策有效？

A. 项目集管理计划
B. 项目集状态报告
C. 项目集治理计划
D. SPI & CPI

# 144. A change in the scope of component projects should be managed at which of the following levels within an organization?

A. At the appropriate project manager level
B. At the executive governance board level
C. At the appropriate governance level
D. At the program manager level

组件项目范围的变更应在组织内的以下哪个级别进行管理？

A. 在适当的项目经理级别
B. 在执行董事会级别
C. 在适当的治理级别
D. 项目集经理级别

没有强调影响范围(是单个组件还是多个组件)

关联: A: 3, 14, 27, 28, 29, 121; B: 55, 77, 78, 95, 109

# 145. In an initial meeting with stakeholders, the program manager is asked what type of organizational process assets were identified and considered important as external input factors to the program. Which of the following would a program manager select?

A. Strategic goals, tools, templates, and internal standards.
B. Governmental regulations, market conditions, funding organization, and political climate.
C. Formal and informal plans, guidelines, lessons learned, and historical risk data.
D. Interest rates, stakeholders, processes, and market conditions.

在与利益相关者的初次会议中，项目集经理被问及确定了哪些类型的组织过程资产，并被认为是项目集的重要外部输入因素。项目集经理会选择以下哪项？

A. 战略目标、工具、模板和内部标准
B. 政府法规、市场条件、融资组织和政治气候
C. 正式和非正式计划、指南、经验教训和历史风险数据
D. 利率、利益相关者、流程和市场条件

政治气候是事业环境因素

# 146. When initiate the program, during developing program financial plan what should be done to reflect the environment change?

A. Benefit management plan
B. Governance plan
C. Financial framework
D. Risk management plan

启动项目集时，在制定项目集财务计划时，应采取哪些措施来反映财务环境变化？

A. 收益管理计划
B. 治理计划
C. 财务框架
D. 风险管理计划

# 147. There are 3 projects including in program, one component project has met all required closure criteria and required to closure, what program manager should do to reflect the component’s closeout?

A. Update business case
B. Update program roadmap
C. Update program charter
D. Update governance plan

有 3 个项目，包括在项目集中，一个组件项目满足所有要求的收尾标准，需要关闭，项目集经理应该做什么来反映该组件项目的收尾？

A. 更新业务论证
B. 更新项目集路线图
C. 更新项目集章程
D. 更新治理计划

关联: A: 161; 考试指南: 39

# 148. A program manager takes over a global program from another program manager. Upon arriving on-site, the program manager immediately sees that stakeholders are upset, because of a lack of updates and communications about the program. What should the program manager do first?

A. Review the program governance plan and communication log.
B. Review the program communications management plan and stakeholder register.
C. Review the stakeholder engagement plan and stakeholder matrix.
D. Notify the executive sponsor and update the program issue log.

项目集从另一项目集经理接管全球项目集。当到达现场后，项目集经理立即发现利益相关者感到不安，因为缺乏关于该项目集的更新和沟通。接下来，项目集经理应该首先做什么？

A. 评审项目集治理计划和沟通日志
B. 评审项目集沟通管理计划和利益相关者登记册
C. 评审利益相关者争取计划和利益相关者矩阵
D. 通知执行发起人并更新项目集问题日志

# 149. The benefits management plan may have to be modified to reflect changes in the program components and pacing. If modified, you also should update?

A. The program roadmap should be updated
B. The benefits register should be updated
C. The business case should be updated
D. The Program management plan should be updated

收益管理计划可能需要修改，以反映项目集组件和进度的变化。如果修改，你还应该更新什么？

A. 更新项目集路线图
В. 更新收益登记册
C. 更新业务论证
D. 更新项目集管理计划

# 150. A program contain 4 component projects A, B, C, D. During the program execution, you, as a program manager, you found there are no definition of unified quality standards, what do you do?

A. Program Manager works with governance board to engage
B. Program Manager works with sponsor to engage
C. Program Manager works with PMO to engage
D. Program Manager works with governance and sponsor to engage

项目集包含 4 个组件项目 A、B、C 和 D。在项目集执行过程中，作为项目集经理，你发现没有统一质量标准的定义，你该怎么做？

A. 项目集经理与治理委员会合作
B. 项目集经理与发起人合作
C. 项目集经理与 PMO 合作
D. 项目集经理与治理和发起人合作

制定统一质量标准是PMO的职责

# 151. The new performance financial system is delivered to all business entities on time following a one-year implement program. After six months of utilization the global finance department, one of the main beneficiaries of the program, determines that quality and level of granularity of the financial data is not sufficient for them to analyze the key performance indicators (KPIs) defined. Additionally, the global finance department is missing the analytical tools required to understand the causes of discrepancies. To address these shortcomings, the global finance department submits a request for a follow-up initiative through the process defined by which of the following documents?

A. Benefits sustainment plan
B. Benefits governance plan
C. Benefits management report
D. Benefits transition plan

新的绩效财务系统在一年的实施后，项目集按时交付给所有业务实体。在使用六个月后，全球财务部门 (该项目集的主要受益者之一) 确定，财务数据的质量和粒度水平不足以让他们分析定义的关键绩效指标 (KPI)。此外，全球财务部缺少了解差异原因所需的分析工具。为了解决这些缺点，全球财务部通过以下哪一文件定义的流程提后续行动请求？

A. 收益维持计划
B. 收益治理计划
C. 收益管理报告
D. 收益过渡计划

A. Certify contract completion
B. Conduct a procurement audit to review the procurement process
C. Assess all contracts to ensure all agreed conditions are met
D. Review contract management plan for completeness

为期三年的项目集即将结束，该项目集汇总相关使用供应商合同，并且每个项目都有特定的利益相关者。要收尾所有适当的合同，应该首先完成什么？

A. 证明合同完成
B. 进行采购审计以评审采购流程
C. 评估所有合同，确保所有商定的条件已经满足
D. 评审合同管理计划的完整性

# 153. Program A has delivered its benefits. Six months later the operations department found that the delivered benefits did not meet their key metrics. Which plan should be reviewed in the context?

A. Benefits management plan
B. Benefits register
C. Benefits sustainment plan
D. Benefits transition plan

项目集 A 已经交付了收益。六个月后，运营部门发现所交付的收益不符合其关键指标。在此在上下文中，应评审哪个计划？

A. 收益管理计划
B. 收益登记册
C. 收益维持计划
D. 收益过渡计划

# 154. What are the key inputs to the scope statement?

A. Scope and limitations, Preliminary scope statement, Assumption and constraints
B. Scope and limitations, PWBS,Assumptions and constraints
C. PWBS, Assumptions and constraints, Program requirements
D. Scope and limitations, Assumption and constraints, Program requirements

哪些关键内容应放在范围说明书中？

A. 范围和限制、初步范围说明书、假设和限制
B. 范围和限制、PWBS、假设和约束
C. PWBS、假设和约束、项目集需求
D. 范围和限制、假设和约束、项目集需求

# 155. One of the constituent project managers asks a new program manager to obtain approval for an additional key project requirement. A tolerance range is set. If the tolerance range is too narrow on a program, what effect will multiple minor changes have on the program?

A. Reduction in program quality
B. Degradation of program communications
C. Reduction in program risk
D. Slow down in program implementation

其中一名组件项目经理要求新的项目集经理获得额外关键项目要求的批准。设置容忍度范围。如果项目集的容忍度范围太窄，那么多个小变更会对项目集产生什么影响？

A. 项目集质量降低
B. 项目集沟通降级
C. 降低项目集风险
D. 项目集实施缓慢

# 156. A program manager evaluates conflicting stakeholder demands associated with cost, schedule,and intended benefits. The implementation team has a strong interest in cost and schedule,and a limited interest in the benefits being produced. The client is only focused on benefits. Which of the following actions should the program manager take?

A. Focus on the internal stakeholders to ensure cost and schedule objectives are achieved.
B. Balance stakeholder needs through the use of trade-offs among the stakeholder groups.
C. Focus on the external stakeholders to ensure the intended benefits are achieved.
D. Conduct a stakeholder meeting to allow everyone to state their priorities.

项目集经理评估与成本、进度和预期收益相关的冲突利益相关者需求。** 实施团队对成本和进度非常感兴趣，但对所产生的收益兴趣有限。客户只关注收益。** 项目集经理应采取以下哪项行动？

A. 关注内部利益相关者，确保实现成本和进度目标
B. 通过利益相关者群体之间的权衡取舍来平衡利益相关者的需求
C. 关注外部利益相关者，确保实现预期收益
D. 召开利益相关者会议，让每个人都能陈述自己的优先事项

# 157. In preparation for the development and submission of the program master schedule to a client, the program manager meets with the component project manager and master program scheduler to discuss the work breakdown structure (WBS). During the meeting, the master scheduler indicates that the program master schedule should include which of the following?

A. Program benefits and all component project activities.
B. Component resources and their activity assignment/responsibility metrics.
C. Program-level activities and integrated component projects.
D. Program activities, component activities, and all other work.

在准备开发并向客户提交项目集主计划表时，项目集经理与组件项目经理和主项目计划员会面，讨论工作分解结构 (WBS)。在会议期间，主计划表规划员指出项目集主计划表应包括以下哪一项？

A. 项目集收益和所有组件项目活动
B. 组件资源及其活动分配 / 责任度量衡
C. 项目集层面活动和集成的组件项目
D. 项目集活动、组件活动和所有其他工作

# 158. Company A recently signed a contract with a strategic business partner, Company B, to jointlyroll out a new techn ology. Company B is excited about the joint marketing opportunity. Company A’s component Quality Assurance team has expressed concerns to you, the program manager, that the product is being rolled out prematurely and has identified potential issues with backend support systems. OA, however, assures you that a manual work around is possible, but not ideal. Company B requests an enhancement to the new product. In a meeting with Company B, you determine that additional funding will be required and resources allocated and scheduled. What is your MOST appropriate next step?

A. Secure funding from another project that was canceled.
B. Use an integrated change control process.
C. Use the available management reserve.
D. Advise Company B that funding and resources are not available.

A 公司最近与战略业务伙伴 B 公司签署了合同，共同开发一项新技术。B 公司对联合营销机会感到兴奋。A 公司的组件质量保证团队已向你 (项目集经理) 表达了产品过早推出的担忧，并发现了后端支持系统的潜在问题。然而，QA 向你保证，手动解决是可能的，但并不理想。B 公司要求对新产品进行改进。在与 B 公司的会议中，你确定需要额外的资金，并分配和安排资源。下一步你最适合做什么？

A. 从另一个被取消的项目中获得资金
B. 使用综合变更控制流程
C. 使用可用的管理储备
D. 告知 B 公司资金和资源不可用

# 159. The lead project in a program with seven component projects is near completion. The component project manger submits the preliminary closure plan. What main factors should the program manager verify for the acceptance of the component project’s closure?

A. Verify that all deliverable are supplied to the program, contracts are closed, personnel are transitioned, and products are accepted by the receiving entity for the project.
B. Validate that the benefits realization and acceptance criteria for the project are met, and that the interface with other component projects in the program are fulfilled.
C. Engage the program management office to develop a transition plan for the personnel, and to document the acceptance of the component project deliverable.
D. Ensure that the lessons learned from the component project are identified and communicated to the program management office before transition of personnel from the project.

由七个组件项目组成的项目集的牵头项目集将完成。组件项目经理提交初步收尾计划。项目集经理应核实哪些主要因素以接受组件项目的收尾？

A. 确认所有可交付成果均已提供给项目集，合同已收尾，人员已过渡，项目接收实体已接受产品
B. 验证是否满足项目的收益实现和验收标准，以及是否满足与项目集中其他组件项目的接口
C. 让项目集管理办公室为人员制定过渡计划，并记录组件项目可交付成果的验收情况
D. 确保在人员从项目过渡之前，从组件项目中吸取的经验教训得到识别并传达给项目集管理办公室

# 160. While setting up a program’s infrastructure and plan, a program management team develops documents and processes that provide commonality and consistency throughout the program’s components. What should the team also prepare, if not already provided by the organization’s assets?

A. Breakdowns such as the program work breakdown structure (PWBS), component project milestones, and budgets that transform top-level planning into fragments relevant to the components
B. Industry standards that provide guidance to the component project managers on how to adapt their detailed planning to the program’s master plan
C. Documents that enable level-adequate aggregation and consolidation of component/program information and forecasting
D. Files, filing structures, and templates for knowledge repositories that contain centrally stored and commonly maintained program data

在建立项目集的基础设施和计划的同时，项目集管理团队开发文档和流程，这些文档和流程将在整个项目集的组件中提供通用性和一致性。如果组织资产尚未提供，团队还应准备什么？

A. 分解，如项目工作分解结构 (PWBS)、组件项目里程碑和将顶层规划转化为与组件相关片段的预算
B. 为组件项目经理提供指导的行业标准，指导他们如何根据项目集主计划表调整详细
C. 能够充分汇总和整合组件 / 项目集信息和预测的文件
D. 包含集中存储和公共维护的项目集数据的知识库的文件、归档结构和模板

如果组织资产已提供, 则选D

# 161. A component project of a program is completed and will provide the intended incremental benefits. How should the program proceed with the component transition?

A. Update the program stakeholder engagement plan with stakeholders from the transition organization.
B. Refine the component project business value in the benefits management plan.
C. Update the program roadmap to reflect completion of a key end-point objective.
D. Initiate a program change request to close out the component project.

项目集的一个组件项目已经完成，将提供预期的增量收益。项目集应该如何进行组件过渡？

A. 与过渡组织的利益相关者一起更新项目集利益相关者争取计划
B. 在收益管理计划中细化组件项目的业务价值
C. 更新项目集路线图，以反映关键终点目标的完成情况
D. 启动项目集变更请求以收尾组件项目。

关联: A: 147; 考试指南: 39

# 162. A program has a problem when it is transited to operation status, which plan do you check?

A. Governance plan
B. Stakeholder engagement plan
C. Communication management plan
D. Transition plan

项目集在过渡到运行状态时出现问题，你检查哪个计划？

A. 治理计划
B. 利益相关者争取计划
C. 沟通管理计划
D. 过渡计划

# 163. The program selection committee presents several programs for approval:

Program A is estimated to cost US＄250,000, and has an annual cash inflow of US＄75,000.
Program B is estimated to cost US＄150,000, and has an annual cash inflow of US＄55,000.
Program C is estimated to cost US＄100,000, and has an annual cash inflow of US＄45,000.
Program D is estimated to cost US＄200,000, and has an annual cash inflow of US＄35,000.

Which program was selected based solely on three-year return on investment?

A. Program A
B. Program B
C. Program C
D. Program D

项目集选择委员会提交几个项目集供批准：
项目集 A 预计耗资 25 万美元，每年現金流入 7.5 万美元
项目集 B 预计耗资 15 万美元，每年現金流入 5.5 万美元
项目集 C 预计耗资 10 万美元，每年现金流入 4.5 万美元
项目集 D 预计耗资 20 万美元，每年现金流入 3.5 万美元

完全基于三年投资回报，应该选择哪一个项目集？

A. 项目集 A
B. 项目集 B
C. 项目集 C
D. 项目集 D

投资回报率(ROI): (投资产出 - 投资成本) / 投资成本

# 164. The program manager must define is that the program should understand the organizations target and customer needs. What should the program manager do first?

A. Brainstorm with the program team to decide on the definitions of the target market.
B. Meet with peers to identify the company competitors in the target market.
C. Meet with the project managers to identify the target market.
D. Work with program sponsor to assess the needs of the target market.

项目集经理必须定义的是项目集应了解组织目标和客户需要。项目集经理首先应该做什么？

A. 与项目集团队进行头脑风暴，以决定目标市场的定义
B. 与同行会面，确定公司在目标市场的竞争对手
C. 与项目经理会面，确定目标市场
D. 与项目集发起人合作，评估目标市场的需求

# 165. A program manager defines a new program with great potential benefits for the organization which has experienced both successes and failures. In preparation for program initiation. What should the program manager do?

A. Create a strong budgetary proposal that requires minimal investment.
B. Create a benefits management plan for approval by the steering committee.
C. Complete studies for estimates of scope, resource, and cost.
D. Establish a framework for funding with the sponsoring organization.

项目集经理为经历过成功和失败的组织定义了一个具有巨大潜在收益的新项目集。为项目集启动做准备。项目集经理应该做什么？

A. 创建需要最少投资的强有力的预算建议
B. 制定收益管理计划，供指导委员会批准
C. 完成范围、资源和成本估算的研究
D. 与发起组织建立财务框架

项目集生命周期阶段活动: 
 1. 启动对范围, 资源和成本的研究和估算
 2. 制定初步风险评估
 3. 制定项目集章程和路线图

关联: A: 88, 91

# 166. A program stakeholder have found an issue and not satisfied with the reported data about a project. Who is responsible for checking the communication plan and response the stakeholder on this issue?

A. Program Manager
B. Project Manager
C. Program sponsor
D. Functional Manager

项目集利益相关者发现了问题，并对项目所报告的数据不满意。谁负责检查沟通计划并就此问题回应利益相关者？

A. 项目集经理
B. 项目经理
C. 项目集发起人
D. 职能经理

关联: A: 113, 166

# 167. The program manager wants to increase the team’s commitment to the program objectives. The program manager should do which of the following?

A. Work with the sponsor to identify the organization’s best practices.
B. Work with the program stakeholders and program management office to identify the organization’s best practices.
C. Work with the program management office to identify the organization’s best practices.
D. Work with the sponsor, program stakeholder, and the program management office to identify the organization’s best practices.

项目集经理希望增加团队对项目集目标的承诺。项目集经理应执行以下哪一项？

A. 与发起人合作，确定组织的最佳实践
B. 与项目集利益相关者和项目集管理办公室合作，确定组织的最佳实践
C. 与项目集管理办公室合作，确定组织的最佳实践
D. 与发起人、项目集利益相关者和项目集管理办公室合作，确定组织的最佳实践

# 168. A program manager recognizes that a successful resource being used in project A could also be used in project B. What should the program manager do first to leverage the utilization of this resource?

A. Assign project A’s resource to project B.
B. Reassign the resource to project B after project A ends.
C. Prioritize the resource to optimize their use across both projects A and B.
D. Mitigate risk by leveraging other resources in project A.

项目集经理认识到项目 A 中使用的成功资源也可以用于项目 B 中。项目集经理应该首先做什么来利用该资源？

A. 将项目 A 的资源分配给项目 B
B. 在项目 A 结束后，将资源重新分配给项目 B
C. 确定资源的优先级，以优化其在项目 A 和 B 中的使用
D. 通过利用项目 A 中的其他资源来降低风险

# 169. A program manager initiates a developmental program. Significant resources and funding are required for early activities until the program cost and budget estimates are complete. What should the program manager do to understand the financial environment?

A. Map cost to the expected benefits realization
B. Establish intermediate budget based on historical information
C. Establish program financial framework
D. Obtain intermediate funding from the executive sponsor

项目集经理启动开发项目集。在项目集成本和预算估算完成之前，早期活动需要大量资源和资金。项目集经理应该做什么来了解财务环境？

A. 将成本映射到预期收益实现
B. 根据历史信息建立中间预算
C. 建立项目集财务框架
D. 从执行发起人处获得中间资金

# 170. A program receives initial approval from the selection committee to proceed with the program development. What should the program manager do next?

A. Define the program architecture and assign the benefits realization to the component projects.
B. Complete the program setup to establish a firm foundation of support and approval for the program.
C. Analysis lessons learned and historical information to validate the program’s expected outcomes.
D. Continue to develop the high-level program road map.

项目集从选择委员会获得初始批准，以继续项目集的开发。项目集经理接下来应该做什么？

A. 定义项目集架构，并将收益实现分配给组件项目
B. 完成项目集建立，为项目集的支持和批准奠定坚实的基础
C. 分析经验教训和历史信息，以验证项目集的预期成果
D. 继续制定高阶项目集路线图

当项目集获得批准时, 意味着该项目集的业务论证已获得批准, 但项目集并未启动. 而项目集得到授权, 则意味着该项目集章程已获得批准

# B 卷

# 1. A program manager with a program to merge two banking entities has several cost and schedule variances that could negatively impact its overall benefits delivery. What should the program manager do next to take corrective action?

A. Identify risk mitigation for the cost and schedule variances.
B. Develop what-if scenarios and identify corrective actions.
C. Perform a risk assessment and add outcomes to the program risk register.
D. Develop contingency plans and implement changes.

拥有合并两个银行实体项目集的项目集经理有几个成本和进度差异，这些差异可能会对其整体利益交付产生负面影响。项目集经理下一步应该做什么来采取纠正措施？

A. 确定成本和进度差异的风险缓解措施
B. 制定假设情景并确定纠正措施
C. 进行风险评估，并将成果添加到项目集风险登记册中
D. 制定应急计划并实施变更

收益管理-任务4

# 2. A manufacturing plant creates a program to recover from a financial crisis. The program’s success will determine the plant’s future. What should the program manager do to ensure that program stakeholders focus on strategically aligning with the program’s outcome?

A. Monitor and manage the benefits delivered by the component projects
B. Perform an analysis of the organization’s current workload and capabilities
C. Develop an appropriate organizational hierarchy to support the program
D. Obtain program stakeholder commitment and develop a stakeholder engagement plan

一家制造厂制定了从金融危机中恢复的项目集。该项目集的成功将决定工厂的未来。项目集经理应该做些什么来确保项目集利益相关者专注于与项目集结果保持战略一致？

A. 监控和管理组件项目带来的收益
B. 分析组织当前的工作量和能力
C. 制定适当的组织层次结构以支持项目集
D. 获得项目利益相关者承诺并制定利益相关者争取计划

# 3. The program manager leads a medical billing system integration program for company A, a health services provider. Company A acquires smaller company X, which delivers health services strategically aligned with company A. Company X uses a different billing approach than company A. Company A’s chief information officer (CIO) seeks counsel on which solution would be the better option moving forward, requesting the program manager’s assistance. How should the program manager respond to the CIO’s request?

A. Document the resources required to implement the recommended solution and demonstrate how this solution will save the company money.
B. Find similar examples of the preferred approach and ask the project teams to document why the preferred approach is better.
C. Gather the costs and benefits associated with each option and recommend the appropriate solution defining why the selected approach is better.
D. Conduct a thorough stakeholder analysis and develop a program management plan to implement the appropriate solution for both companies.

项目集经理领导医疗计费系统集成项目集，公司 A (健康服务提供商)。公司 A 收购规模较小的 X 公司，该公司提供与 A 公司战略一致的医疗服务。X 公司使用与 A 公司不同的计费方法。A 公司的首席信息官 (CIO) 寻求咨询，了解哪种解决方案是更好的选择，并请求项目集经理的帮助。项目集经理应如何响应 CIO 的请求？

A. 记录实施建议的解决方案所需的资源，并演示此解决方案将如何为公司节省资金
B. 查找首选方法的类似示例，并要求项目集团队记录为什么首选方法更好
C. 收集与每个选择方案相关的成本和收益，并推荐适当的解决方案，定义所选方案更好的原因
D. 进行彻底的利益相关者分析并制定项目集管理计划。为两家公司实施适当的解决方案

# 4. You are a program manager within a humanitarian organization. The program’s target is to expand its activities to new geographical regions. One of your project managers made the suggestion of including a local small air line company in the program to optimize freight in his sub region. This initiative could result in adding one more project into the existing program. What is the IMMEDIATE action you should take?

A. You accept and mandate the project manager to initiate this project
B. You request the project manager to create a change request
C. You propose this to the next governance board meeting
D. You do nothing because this is a small project

你是人道主义组织的项目集经理。该项目集的目标是将其活动扩展到新的地理区域。你的一位项目经理建议将当地的一家小型航空公司纳入该项目集，以优化其次区域的货运。这一行动可能导致在现有项目集中再增加一个项目。你应该立即采取什么行动？

A. 你接受并授权项目经理启动此项目
B. 请求项目经理创建更改请求
C. 你向下一次治理委员会会议提出此建议
D. 你什么都不做，因为这是小项目

# 5. Among the following options, in which order during the program life cycle are the following approved: the charter, the program management plan, the organization strategic plan and customer sign off?

A. Charter, the organization strategic plan, program management plan, customer sign off
B. The organization strategic plan, charter, program management plan, customer sign off
C. Customer sign off, the organization strategic plan, charter, program management plan
D. Customer sign off, charter, the organization strategic plan, program management plan

在以下选项中，在项目集生命周期中按什么顺序批准以下选项：章程、项目集管理计划、组织战略计划和客户签收？

A. 章程、组织战略计划、项目集管理计划、客户签收
B. 组织战略计划、章程、项目集管理计划、客户签收
C. 客户签收、组织战略规划、章程、项目集管理计划
D. 客户签收、章程、组织战略计划、项目集管理计划

# 6. Who is responsible for planning these post-transition activities during the performance of the program?

A. Program manager
B. Program sponsor
C. Program manage team
D. Governance board

在项目集执行期间，谁负责规划这些过渡后活动？

A. 项目集经理
B. 项目集发起人
C. 项目集管理团队
D. 治理委员会

关联: A: 1

# 7. A new component project is approved by the program governance board. The funding for his component project will be provided by an organization different from the organization funding the program. Would this be an acceptable funding arrangement?

A. Yes, only component projects may have different funding sources.
B. Yes, the program and its components may have different funding sources.
C. No, the program and the project must be funded by the same organization.
D. No, component projects must be funded by program funds.

新的组件项目由项目集治理委员会批准。项目集的组件项目的资金将由与投资该项目集的组织不同的组织提供。这是可以接受的投资安排吗？

A. 是的，只有组件项目可能有不同的资金来源
B. 是的，该项目集及其组件项目可能有不同的资金来源
C. 不可以，项目集和项目必须由同一组织资助
D. 不可以，组件项目必须由项目集资金资助

A. Benefits sustainment plan
B. Benefits management plan
C. Benefits register
D. Program roadmap

你被任命为参加项目集的项目集经理。发起人已经确定了两个收益的列表。但是发起人告诉你，他不确定渐进收益是如何实现的，成果是如何实现的。项目集经理应该做哪个文档？

A. 收益维持计划
B. 收益管理计划
C. 收益登记册
D. 项目集路线图

A. Update the program benefits management plan and risk register
B. Implement the mitigation plan for the identified risk
C. Adjust the program scope to avoid the risk
D. Document the risk and create a mitigation plan

项目集发起人在识别到项目集进度存在重大风险后从董事会会议上返回。该风险可能会影响该项目集的收益实现。项目集经理下一步应该做什么？

A. 更新项目集收益管理计划利风险登记册
B. 针对已识别的风险实施缓解计划
C. 调整项目集范围以规避风险
D. 记录风险并制定缓解计划

# 10. Programs are undertaken to contribute to a company’s strategic objectives and to generate benefits. In many situations, a well managed program helps to obtain benefits and a level of control that are not available when projects are managed individually. What is TRUE about benefits that are generated by a program?

A. Benefits always contribute to more than one company’s strategic objective
B. Benefits must be tangible and measurable in financial terms
C. Benefits need to be sustained after the program is finished
D. The PMO is responsible for delivering the benefits

实施项目集是为了贡献于公司的战略目标并产生收益。在许多情况下，管理良好的项目集有助于获得单独管理项目时无法获得的收益和控制水平。项目集产生的收益是什么？

A. 收益总是有助于实现公司的多个战略目标
B. 收益必须是有形的，可以用财务术语来度量
C. 项目集完成后需要维持收益
D. PMO 负责提供收益

# 11. A program manager is concerned that a project will be unable to achieve its intended benefit. How should the program manage handle this situation?

A. Ask PMO to evaluate the program’s overall key factors of success.
B. Ask project manager to perform benefit analysis.
C. Ask stakeholder to reduce the program scope to ensure a successful delivery.
D. Ask project manager to perform a risk analysis.

项目集经理担心项目无法实现其预期收益。项目集经理应如何处理这种情况？

A. 请 PMO 评估该项目集成功的总体关键因素
B. 请项目经理执行收益分析
C. 请利益相关者缩小项目集范围，以确保成功交付
D. 请项目经理进行风险分析

关联: A: 9

A. Update the benefits register.
B. Establish a program management information system (PMIS).
C. Share lessons learned with all program team members.
D. Transfer all program documentation to the deputy program manager.

公司的关键项目集未能实现其预期收益。首席执行官和项目集发起人都被追究责任，最终，他们的雇佣关系将由董事会终止。在正式关闭项目集之前，项目集经理应该做什么？

A. 更新收益登记册
B. 建立项目集管理信息系统 (PMIS)
C. 与所有项目集团队成员分享经验教训
D. 将所有项目集文档移交给副项目集经理

# 13. Which document is considered the baseline document that guides the delivery of benefits during the program’s performance?

A. The business case
B. The benefits register
C. The benefits management plan
D. The program roadmap

哪份文件被视为指导项目集执行期间收益交付的基线文件？

A. 业务论证
B. 收益登记册
C. 收益管理计划
D. 项目集路线图

关联: A: 136; B: 14

# 14. You as program manager is performing benefit analysis and planning. What can get from this activity as a foundation to ensure program benefits delivery?

A. Key Performance Indicator(KPI)
B. Benefits register
C. Monitoring and control of performance of benefits
D. Benefits management plan

你作为项目集经理正在执行收益分析和规划。作为确保项目集收益交付的基础，这项活动可以从中获得什么？

A. 关键绩效指标
B. 收益登记册
C. 监测和控制收益的绩效
D. 收益管理计划

关联: A: 136; B: 13

A. Benefits register
B. Benefits sustainment plan
C. Benefits management plan
D. Benefits transition plan

项目集完成所有组件项目，并交付所有已确定的收益。但是，项目集发起人担心长期收益可能不符合组织绩效参数。为了确保长期收益的实现，项目集经理应该使用什么？

A. 收益登记册
B. 收益维持计划
C. 收益管理计划
D. 收益过渡计划

# 16. Program management requires a special blend of skills in:

A. Communication, recognition of the dynamic aspects of stakeholders’ expectations, leadership, technical expertise, conflicts and issues resolution, program scheduling management tools including critical chain, and strategic visioning.
B. Communication, procurement, leadership, decision making, conflicts and issues resolution, data bases and strategic visioning.
C. Technical expertise, procurement management, and a solid foundation of human aspects, excluding project management skills.
D. Communication skills, recognition of the dynamic aspects of stakeholders’ expectations, leadership, decision making, conflicts and issues resolution, management of uncertainties and complexity, and strategic visioning.

项目集经理需要以下方面的特殊技能组合：

A. 沟通，识别利益相关者期望的动态方面，领导力，技术专长，冲突和问题解决，项目集调度管理工具，包括关键链和战略愿景
B. 沟通，采购，领导，决策，冲突和问题解决，数据库和战略愿景
C. 技术专长，采购管理和坚实的人性基础，不包括项目管理技能
D. 沟通技巧，认识到利益相关者期望的动态方面，领导力，决策，冲突和问题解决，不确定性和复杂性的管理以及战略愿景

A. The guidelines should be shared with the component projects only
B. The guidelines should be shared with the component subsidiary program only
C. The guidelines should be shared with component projects, subsidiary programs, and other program activities under the program
D. The guidelines should be kept with the program management team only

你正在管理组织中的关键项目集。你花了多次访谈和焦点小组会议与利益相关者进行分析，然后创建包括指导方针在内的利益干系人争取计划。你应该与谁分享这些准则？

A. 指南应仅与组件项目共亭
B. 指南应仅与附属项目集共享
C. 指南应与本项目集下的组件项目、附属项目集和其他项目集活动共享
D. 指南应仅由项目集管理团队保留

按照PMI的项目集管理标准, 利益相关者争取指导原则应提供给项目集的组成项目、子项目集和其他项目集活动, 以便参考该指南制定相应的争取策略

关联: 考试指南: 130

# 18. A program manager retires and a new program manager is assigned. The new program manager is called into an executive’s office to discuss the program’s organizational need, requirements, vision, and assumptions and constraints. Which document should the new program manager review with the executive?

A. Program management plan
B. Program business case
C. Program charter
D. Program roadmap

项目集经理退休，并指派一名新的项目集经理。新的项目集经理被召集到执行官办公室，讨论项目集的组织需要、需求、愿景以及假设和约束。新项目集经理应与执行官一起审查哪份文件？

A. 项目集管理计划
B. 项目集业务论证
C. 项目集章程
D. 项目集路线图

# 19. A company decides to expand its business into new market this required the initiation of a new program to take the program with ambitious goals. The program manger prepared the business case and received an authorization from the organizations leadership. What is the next step the program manger must take?

A. Prepare environment analysis
B. Develop Roadmap
C. Prepare cost and benefit analysis
D. Develop charter

公司决定将其业务扩展到新市场，这需要启动一个新项目集，以使该项目集具有雄心勃勃的目标。项目集经理准备了业务论证，并获得了组织领导层的授权。项目集经理必须采取的下一步是什么？

A. 准备环境分析
B. 制定路线图
C. 编写成本和收益分析
D. 制定章程

项目集获得授权, 意味着该项目集论证已获得批准

关联: A: 31, 34, 106

# 20. Because a program is responsible for delivering benefits to the organization, the program manager, members of the program team, project managers and team members, and other program stakeholders all have key roles and responsibilities in benefits management. Person, group, or organization responsible for delivering each benefit was set for in which of the following?

A. Stakeholder engagement plan
В. Responsibility assignment matrix
С. Benefits sustainment plan
D. Benefits register

由于项目集负责向组织提供收益，因此项目集经理、项目集团队成员、项目经理和团队成员以及其他项目集利益相关者都在收益管理中具有关键角色和责任。负责提供每项收益的个人，团体或组织是在以下哪项中设置的？

A. 利益相关者争取计划
B. 责任分配矩阵
C. 收益维持计划
D. 收益登记册

# 21. You know that different stakeholders have different expectations. You are aware of the importance of communicating with stakeholders. In order to properly manage stakeholders expectations, you want to make sure you use adequate tools and techniques. What is the MOST appropriate list of tools and Techniques for this purpose?

A. Negotiation, conflict resolution, meetings, and active listening.
B. Negotiation, conflict resolution, face to face discussions, and active listening.
C. Negotiation, conflict resolution, and communication.
D. Negotiation, conflict resolution, communication, and dispute management.

你知道不同的利益相关者有不同的期望。你意识到与利益相关者沟通的重要性。为了正确管理利益相关者的期望，你需要确保使用足够的工具和技术。用于此目的的最合适的工具和技术列表是什么？

A. 谈判、冲突解决、开会和积极倾听
B. 谈判、冲突解决、面对面讨论、积极倾听
C. 谈判、冲突解决和沟通
D. 谈判、冲突解决、沟通和争议管理

# 22. The program manager realizes the importance of through and accurate reporting that follows a well-defined communication management plan. The program manager has just completed analyzing the program stakeholder and collected information to complete the stakeholder engagement plan. Once completed, what is the next action for the program manager?

A. Meet with stakeholders to confirm their support in achieving the programs strategic objectives.
B. Define the stakeholder communications requirement and incorporate into the program communication management plan.
C. Generate a stakeholder matrix to document the position of the stakeholder in relation to the program.
D. Determine the influence each stakeholder has on the program and document it within the benefit management plan.

项目集经理意识到遵循明确定义的沟通管理计划进行全面和准确报告的重要性。项目集经理刚刚完成了对项目集利益相关者的分析，并收集了信息以完成利益干系人争取计划。完成后，项目经理集的下一步操作是什么？

A. 与利益相关者会面，确认他们对实现项目集战略目标的支持
B. 定义利益相关者沟通要求并纳入项目集沟通管理计划
C. 生成利益相关者矩阵，以记录利益相关者与项目集有关的立场
D. 确定每个利益相关者对项目集的影响，并将其记录在收益管理计划中

# 23. External resources are required for a program. The program manager receives bids from multiple vendors and presents the top vendor to the program governance board. One program governance board member asks the program manager to select a vendor that was dismissed early in the selection process because they were not on the approved vendor list. The program manager learns that this program governance board member has a personal connection to this vendor. What should the program manager do?

A. Add the vendor to the approved list
B. Report an ethics violation
C. Agree to engage the vendor due to the program governance board member’s program influence
D. Initiate a new vendor selection bid process

项目集需要外部资源。项目集经理接收来自多个供应商的投标，并将顶级供应商提交给项目集治理委员会。一位项目集治理委员会成员要求项目集经理选择在选择过程早期被解雇的供应商，因为他们不在批准的供应商列表中。项目集经理了解到此项目集治理委员会成员与此供应商有个人联系。项目集经理应该怎么做？

A. 将供应商添加到已批准的供应商清单中
B. 举报违反道德规范的行为
C. 由于项目集治理委员会成员的项目集影响，同意与供应商接洽
D. 启动新的供应商选择投标流程

关联: A: 94

A. Document the results to share with the program governance board.
B. Facilitate another test market sampling.
C. Contact the R&D department for product testing results.
D. Review the program management information system (PMIS) for lessons learned.

一家冰淇淋公司希望将新口味引入新市场。执行发起人请求对测试市场进行抽样检测，检测样本为组提供了负面反馈。由于此类项目集以前公司已经执行过，因此项目集经理质疑在测试期间是否遇到过类似的结果。项目集经理下一步应该做什么？

A. 记录结果以与项目集治理委员会共享
B. 促进另一个测试市场抽样
C. 联系研发部门获取产品测试结果
D. 评审项目集管理信息系统 (PMIS) 以获取经验教训

# 25. Your program has been selected and its program charter is now being created. The program charter defines all of the following characteristics except for which one?

A. Program constraints
B. Program components
C. Program stakeholder expectation
D. Program benefit strategy

你的项目集已被选中，其项目集章程正在创建中。项目集章程定义了以下所有特征，除了哪一个？

A. 项目集约束
B. 项目集组件
C. 项目集利益相关者的期望
D. 项目集收益策略

项目集管理标准7.1.2.1: 项目集章程通常包含: 正当理由、愿景、战略一致、收益、范围、收益策略、假设和制约因素、组件、风向和问题、时间线、所需资源、利益相关者考虑事项、项目集治理

关联: B: 26, 45, 68, 86, 126

# 26. Assume you now have obtained approval of your charter for your program in your automotive company for the development of the new line of hybrid vehicles. This program will be extremely complex given its development of the five vehicles and also the goals and objectives to be met. You realize as well that you are going to have a number of issues and risks to resolve. However, you are pleased you are the program manager and that the charter has been issued. Your next step is to?

A. Conduct a program kickoff meeting with key stakeholders
B. Determine the key benefits to be realized by the program
C. Perform a more detailed analysis of the identified risks in the charter to help in deciding how best to respond to them should they occur
D. Describe the program outcomes required to achieve the program’s vision

假设你现在已经获得了汽车项目集的章程批准，公司开发新的混合动力汽车系列。该项目集将是鉴于其五种车辆的开发以及目标和任务极其复杂而且很难满足。你也意识到你将面临解决许多问题和风险。但是，你很高兴你是项目集经理，并且章程有已签署。你的下一步是？

A. 与主要利益相关者举行项目集启动 (开工) 会议
B. 确定该项目集要实现的主要收益
C. 对章程中已识别的风险进行更详细的分析，以帮助决定在发生风险时如何最好地应对这些风险
D. 描述实现计划愿景所畫的项目集成果

生命周期-任务6

关联: B: 25, 45, 68, 86, 126

# 27. A program experiences issues during execution. The stakeholders are concerned and the program manager feels pressure to act on these issues. What tool should be used to trigger a planned response when receiving lower than expected results?

A. Key performance indicators
B. Benefits management plan
C. Communications management plan
D. Ishikawa diagram

项目集在执行过程中遇到问题。利益相关者很关注，项目集经理感到有压力要对这些问题采取行动。当收到低于预期的结果时，应使用什么工具来触发规划的响应？

A. 关键绩效指标
B. 收益管理计划
C. 沟通管理计划
D. 石川图

# 28. You will have a meeting with the GB, and in this meeting you will discuss ongoing and completed risks response. You have to minimize the risks impact, and you have assigned core team members who are responsible for the overall risk management. You have hold the first review meeting for your program, and it will followed by a meeting with your GB, which direct you to response on risks. When you have prepared the risk response, what is the next step?

A. Meet with the customer
B. Update the risk register
C. Update the change of the risk response plan
D. Review the issue register

你将与治理委员会举行会议，在这次会议中，你们将讨论正在进行的和已完成的风险应对措施。你必须将风险影响降至最低，并且你已经分配了负责整体风险管理的核心团队成员。你已经为你的项目集举行了第一次审查会议，随后将与你的 GB 举行会议，指导你对风险做出响应。准备好风险应对措施后，下一步是什么？

A. 与客户会面
B. 更新风险登记册
C. 更新风险应对计划的变更
D. 评审问题登记册

# 29. The program charter for a new, five-component program has been approved. What should the program manager use to communicate the program’s intended direction and the linkage between organizational strategies and planned work?

A. Program roadmap
B. Program charter
C. Program business case
D. Program management plan

具有五个组件项目的新的项目集的项目集章程已获得批准。项目集经理应该使用什么来传达项目集的预期方向以及组织战略和规划工作之间的链接？

A. 项目集路线图
B. 项目集章程
C. 项目集业务论证
D. 项目集管理计划

# 30. Which one of the following is NOT a typical output of the ‘Program financial framework establishment’ activity?

A. Program funding sources
B. Program financial framework
C. Business case updates
D. Updates to the communications management and stakeholder engagement plans

以下哪一项不是 “建立项目集财务框架” 活动的典型输出？

A. 项目集资金来源
B. 项目集财务框架
C. 项目集业务论证更新
D. 更新沟通管理和利益有关者争取计划

资金来源是输入

# 31. You are the program manager of a key program for your company. The program has the go ahead from the governance board and is in the program definition phase. Key stakeholders of the program have been identified, and you know that because of internal politics, some of them may not be very supportive. You have identified three key stakeholders from whom support is absolutely necessary for the success of the program. You wonder what to do next in order to get their support. According to the following options, what will be the MOST appropriate way to handle this situation?

A. You contact them individually, when possible you discuss face to face, you explain the importance of the program and you tell them why their support is absolutely necessary
B. You send them on e-mail summarizing the importance of the program and what you expect from them
C. You ask the program sponsor to handle this situation, because it is the sponsor’s responsibility to obtain stakeholder buy-in
D. You develop stakeholder metrics which will help you to manage key stakeholders’ participation in the program meetings

你是公司关键项目集的项目集经理。该项目集已获得治理委员会的批准，并处于项目集定义阶段。该项目集的主要利益相关者已经确定，你知道由于内部政治，其中一些人前能不是很支持。你已经确定了三个关键利益相关者，他们的支持对于项目集的成功是绝对必要的。你想知道下一步该怎么做才能得到他们的支持。根据以下选项，处理这种情况的最合适方法是什么？

A. 你单独与他们联系，如果可能的话，你可以面对面讨论，解释该项目集的重要性，并告诉他们为什么他们的支持是绝对必要的
B. 你通过电子邮件向他们发送，总结该项目集的重要性以及你对他们的期望
C. 你要求项目集发起人处理这种情况，因为获得利益相关者的支持是发起人的责任
D. 你制定利益相关者度量衡，以帮助你管理关键利益相关者参与项目集会议的情况

关联: 考试指南: 132

# 32. The program is very complicated and located in several countries. Because the main data existed in an aging campus, the program encountered a lot of difficulties at the beginning. But after take some proactive corrective actions. Three months later, it was found that the risk was not as serious as the program manager thought, and also the program met the main milestone. In order to promote the program benefits delivering in the future, what should the program manager do?

A. Highlight the success and best practice in the program roadmap and benefits management plan
B. Check the risk matrix again and update the program roadmap
C. Emphasize the difficulties to the governance board and assign more experienced members
D. Compare actual benefits with planned benefits according to cost and schedule with the management plan

该项目集非常复杂，位于多个国家。由于主要数据存在于老化的校园中，因此该项目集在开始时遇到了很多困难。但在采取一些主动的纠正措施之后。三个月后，发现风险并不像项目经理想象的那么严重，而且该项目集也达到了主要里程碑。为了促进未来的项目集收益交付，项目集经理应该怎么做？

A. 突出项目集路线图和收益管理计划中的成功和最佳实践
B. 再次检查风险矩阵并更新项目集路线图
C. 向治理委员会强调困难，并该项目集分配更有经验的成员
D. 根据项目集管理计划的成本和进度，将实际收益与计划收益进行比较

# 33. A program about employee self help system is at execution stage. Sales department manager leaves the organization, and a new replacement manager is on board recently. Program manager goes to visit to understand stakeholder expectations, and finds out the sales department is not fully aware of the new system. Program manager should do which of the following?

A. Review the communication management plan
B. Review the stakeholder engagement plan
C. Review charter with sales department
D. Involve PMO to advise a solution

有关员工自助系统的项目集正处于执行阶段。销售部门经理离开了组织，最近有了新的替代经理。项目集经理去拜访以了解利益相关者的期望，发现销售部门并不完全了解新系统。项目集级经理应执行以下哪项行动？

A. 评审沟通管理计划
B. 评审利益相关者争取计划
C. 与销售部门一起评审章程
D. 让 PMO 参与提供解决方案建议

销售部门不了解新系统, 意味着沟通无效. 有必要评审沟通管理计划, 已确定其潜在问题

关联: 考试指南: 138

# 34. An infrastructure program has 20 projects. The first half of these projects incurred multiple change orders and failed to be completed on time. The program manager meets with the project managers to discuss lessons learned and to understand the challenges. During the meeting, the project managers complain that key risks and a lack of resources resulted in missing deadlines. What should the program manager do to ensure that the remaining 10 component projects stay on track?

A. Rebaseline the remaining component projects
B. Develop a change management strategy
C. Update the program management plan
D.Schedule weekly meetings with the project managers

基础设施项目集有 20 个项目。这些项目的上半年发生了多个变更单，未能按时完成。项目集经理会见项目经理讨论经验教训并了解挑战。在会议中，项目经理抱怨关键风险和资源缺乏导致错过最后期限。项目集经理应该怎么做才能确保剩下的 10 个组件项目保持正轨？

A. 对其余组件项目重新设定基准
B. 制定变更管理策略
C. 更新项目集管理计划
D. 安排与项目经理的每周会议

# 35. A program is completed and the expected benefits are realized before executing the transition and closing the program. What should program manager do ?

A. Create a final program report
B. Achieve document and lesson learned
C. Obtain approval from governance board to initiate program closure activities
D. Perform administrative and program management information system closure activities

项目集已完成并实现预期收益。在执行过渡和收尾项目集之前，项目集经理应该怎么做？

A. 创建最终项目集报告
B. 归档文档和经验教训
C. 获得治理委员会的批准以启动项目集收尾活动
D. 执行行政和项目集管理信息系统收尾活动

关联: A: 109, B: 108

# 36. A program manager is appointed to manage a new program. The organization’s leadership has specified a list of benefits that the program should deliver and has requested that the program manager determine when incremental benefits can be realized. What should the program manager do first?

A. Develop the benefits sustainment plan.
B. Develop the program management plan.
C. Develop the program roadmap.
D. Develop the component project schedules.

任命一名项目集经理来管理新项目集。组织的领导层已经指定了项目集应提供的收益清单，并要求项目集经理确定何时可以实现渐进收益。项目集经理应该首先做什么？

A. 制定收益维持计划
B. 制定项目集管理计划
C. 制定项目集路线图
D. 制定组件项目时间表

# 37. A program has completed and closed. The training for the receiving organization has also delivered. But the stakeholders still concern that the benefits cannot be realized in long term. What does the program manager review to improve the situation?

A. Benefits sustainment plan
B. Benefits transition plan
C. Benefits management plan
D. Benefits Register

项目集已完成并收尾。对接收组织的培训也已提供。但利益相关者仍然担心这些收益无法长期实现。项目集经理评审什么以改善这种情况？

A. 收益维持计划
B. 收益过渡计划
C. 收益管理计划
D. 收益登记册

# 38. During the execution phase of a program, a stakeholder complains to the program manager that they did not receive critical communications about one of the component projects. What should the program manager do to address the situation?

A. Review and update the detailed stakeholder list.
B. Review and update the stakeholder engagement plan.
C. Execute the component project’s communications management plan.
D. Update the risk register.

在项目集的执行阶段，利益相关者向项目集经理抱怨他们没有收到有关其中一个组件项目的重要沟通。项目集经理应该怎么做才能解决这种情况？

A. 评审并更新详细的利益相关者列表
B. 评审并更新利益干系人争取计划
C. 执行组件项目的沟通管理计划
D. 更新风险登记册

# 39. You started to review and evaluate the acceptance criteria applicable to delivered components, review operational and program process documentation, and review training and maintenance materials. Which benefits phase is you working on?

A. Benefits identification
B. Benefits transition
C. Benefits delivery
D. Benefits sustainmaint

你开始评审和评估适用于交付组件的验收标准，评审操作和项目集过程文档，并评审培训和维护材料。你正在从事哪个收益阶段？

A. 收益识别
B. 收益过渡
C. 收益交付
D. 收益维持

# 40. Company is evaluating an ERP software implementation. Program manager performs environmental analysis to confirm the feasibility of program. What other importance should program manager complete?

A. Map benefit to ERP software functionality
B. Develop program foundation by building high level program roadmap
C. Identify and document initial risk for ERP software implementation
D. Perform financial analysis to identify organization benefit

公司正在评估 ERP 软件的实施情况。项目集经理执行环境分析以确认项目集的可行性。项目集经理还应完成哪些其他重要内容？

A. 将收益映射到 ERP 软件功能
B. 通过构建高阶项目集路线图来开发项目集基础
C. 识别并记录实施企业资源规划软件的初始风险
D. 执行财务分析以确定组织收益

关联: A: 119; B: 97, 118

# 41. While reviewing the program status with the program steering committee, a board member asks the program manager why the forecasted benefits are two million dollars less than the original plan benefits. The program manager begins to explain that increased supplier costs are affecting the benefits. Where would the board member find these benefit risks captured?

A. Program risk register
B. Program business case
C. Benefit register
D. Benefit management plan

在与项目集指导委员会评审项目集状态时，一名董事会成员询问项目集经理，为什么预测的收益比原始计划收益少 200 万美元。项目集经理开始解释供应商成本的增加正在影响收益。董事会成员会在哪里发现这些收益风险？

A. 项目集风险登记册
B. 项目集业务论证
C. 收益登记册
D. 收益管理计划

# 42. The program is approved. Getting resource and budget is important for program. What should the program manager know when developing the program charter?

A. Assumption incorporated to the benefit management plan
B. The key stakeholder or decision maker emphasized expectation on the program
C. Milestone dates, budget and staff details that support it
D. Process within the organization that will be needed to deliver the product

该项目集已获得批准。获得资源和预算对项目集很重要。项目集经理在制定项目集章程时应该知道什么？

A. 纳入收益管理计划的假设
B. 关键利益相关者或决策者强调了对项目集的期望
C. 里程碑日期、预算和支持它的工作人员详细信息
D. 组织内交付产品所需的流程

# 43. In the implementation of the program, the regulatory body announced the new provisions. The code inspector said the provision had new requirements for coding. This change will affect the cost and scope of the program. In which plan indicate if the code inspector was identified in stakeholder analysis and planning?

A. Program resource plan
B. Program risk management plan
C. Program procurement plan
D. Program scope management plan

在实施该项目集时，监管规构公布了新规定。代码检查员表示，该条款对编码有新的要求。此变化将影响项目集的成本和范围。在哪个计划中显示代码检查员是否在利益相关者分析和规划中被识别？

A. 项目集资源计划
B. 项目集风险管理计划
C. 项目集采购计划
D. 项目集范围管理计划

关联: B: 106

# 44. Your program X is experiencing severe delays with component project A. Project manager A informs you that a possible reason is a resource conflict that still remains between 2 work packages in her próject. What is the IMMEDIATE action you should take?

A. Organize a meeting with project manager A and the persons in charge of the delayed work packages to find an appropriate solution.
B. Organize a meeting with project manager A and the persons in charge of the delayed work packages to impose your authority and prove that, as a program manager, you can perform better than project manager A.
C. Ask project manager A to really assess to what extent this resource conflict is affecting the schedule of her own project.
D. Meet the 2 persons in charge of the respective work packages to find a suitable solution

你的项目集 X 在组件项目 A 中遇到严重延迟。项目经理 A 通知你可能的原因是其项目中的 2 个工作包之间仍然存在资源冲突。你应该立即采取什么行动？

A. 组织与项目经理 A 和延迟工作包负责人的会议，以找到适当的解决方案
B. 组织与项目经理 A 和延迟工作包负责人的会议，以施加你的权限并证明，作为项目经理，你可以比项目经理 A 表現得更好
C. 要求项目经理 A 真正评估这种资源冲突在多大程度上影响了她自己项目的进度
D. 与各自工作包的负责人会面，找到合适的解决方案

# 45. You have recently been assigned as the program manager on a global drug development program. You have read and thoroughly understand the program’s business case and overall objectives. However, you are curious as to the key program outcomes that are required to achieve the program vision. These outcomes are stated in the?

A. Program roadmap
B. Program scope statement
C. Program charter
D. Program management plan

你最近被任命为全球药物开发的项目集的项目集经理。你已阅读并彻底了解该项目集的业务论证和整体目标。但是，你对实现项目集愿景所需的关键项目集成果感到好奇。这些成果记录在哪里？

A. 项目集路线图
B. 项目集范围说明书
C. 项目集章程
D. 项目集管理计划

关联: B: 25, 26, 68, 86, 126

A. Take private Conversation with each stakeholders who not favor of and listen their opinions.
B. Conduct a meeting with all the stakeholders who not favor of and get their opinions.
C. Meet with the sponsor and show this issues
D. Take private conversation with each stakeholder to inform them the sponsor decision.

项目集经理设立了项目集管理办公室 (PMO)。项目集发起人希望项目集经理和项目经理是项目管理办公室 (PMO) 的一部分。但一些利益相关者并不赞成。项目集经理将采取哪些措施来解决这种情况？

A. 与每个不喜欢的利益相关者进行私人对话，并听取他们意见
B. 与所有不赞成并征求其意见的利益相关者举行会议
C. 与发起人会面并展示此问题
D. 与每个利益相关者进行私人对话，告知他们发起人的决定

如果两个或多个利益相关者的意见之间存在冲突, 会议比一对一对话要好的多(这些冲突只能在协作会议中解决)

关联: 考试指南: 136

# 47. The company is introducing a new set of automated tools to improve the speed and quality managing service calls. Extensive reviews with stakeholders have demonstrated the program achievements meet or exceed the benefits as they are defined in the benefits register. What is the next set of actions to undertake in addition to updating the benefits register?

A. Archive program management information, and initiate program closure.
B. Hold, and then document the outcome of “lessons learned” meetings, and initiate program closure.
C. Implement recognition plans for team efforts, and initiate program closure.
D. Implement benefits sustainment plan, and initiate program closure.

公司正在推出一套新的自动化工具，以提高管理服务呼叫的速度和质量。与利益相关者的广泛评审表明，项目集的成就将达到或超过收益登记册中定义的收益。除了更新收益登记册外，下一步要采取哪些行动？

A. 存档项目集管理信息，并启动项目集收尾
B. 举行并记录 “经验教训” 会议成果，并启动项目集收尾
C. 实施团队努力的认可计划，并启动项目集收尾
D. 实施收益维持计划，并启动项目集收尾

关联: 考试指南: 98

# 48. During a program’s definition phase, it is determined that the best approach for delivering the program’s intended benefits is to supplement corporate resources with the procurement of specific products and services from external suppliers. The program manager should use which of the following to determine and/or document the results of the program procurement planning activity?

A. Make-or-buy decisions, alternatives analyses, approach to competition, and best mix of contract types
B. Requests for proposals (RFPs), proposal evaluation criteria, contract management, and best mix of contract types
C. REPs, alternatives analyses, approach to competition, and requests for quotes (RFQs)
D. Make-or-buy decisions, proposal evaluation criteria, contract management, and RFQs

在项目集定义阶段，确定实现项目集的预期收益的最佳方法是通过从外部供应商采购特定产品和服务来补充公司资源。项目集经理应使用以下哪项来确定和 / 或记录项目集采购计划活动的结果？

A. 自制或购买决策、替代方案分析、竞争方法和最佳合同类型组合
B. 建议邀请书 (RFP)、建议书评估标准、合同管理和合同类型的最佳组合
C. 建议邀请书、备选方案分析、竞争方法和报价请求书 (RFO)
D. 自制或购买决策、建议书评估标准、合同管理和报价请求书 (RFQ)

项目集采购管理规划
关联: A: 18

# 49. The program manager defines the program objectives, requirements and develops a high-level roadmap. To ensure program alignment with the enterprise strategic plan the program manager should work with which of the following?

A. Program governance board
B. Program management office
C. Change control board
D. Project managers on the program

项目集经理确定项目集目标和需求，并制定高阶路线图。为了确保项目集与企业战略计划保持一致，项目集经理应使用以下哪一项？

A. 项目集治理委员会
B. 项目集管理办公室
C. 变更控制委员会
D. 该项目集的项目经理

A. Direct component project managers to archive all relevant project documents
B. Ask the finance department to increase the program budget
C. Escalate the issue to the program governance board
D. Ask key stakeholders to influence the program sponsor

持续多年的项目集即将结束。项目集已经实现了所有业务目标，并正在实现其预期的收益。但是，项目集发起人不愿意签署正式的项目集收尾验收文件，并且该项目集继续产生运营成本。项目集经理下一步应该做什么？

A. 指导组件项目经理存档所有相关项目文档
B. 要求财务部门增加项目集预算
C. 将问题上报给项目集治理委员会
D. 要求关键利益相关者影响项集目发起人

治理-任务7

# 51. A program manager needs to establish direction and identify the essential aspects of a program. In addition, they must ensure that the context and framework(infrastructure) of the program are properly defined, assessed, and documented. Which document will be created to support this activity?

A. Program resource management plan
B. Program management plan
C. Program master schedule
D. Program scope statement

项目集经理需要确定方向并确定项目集的基本方面。此外，他们必须确保正确定义、评估和记录项目集的上下文和框架 (框架)。将创建哪个文档来支持此活动？

A. 项目集资源管理计划
B. 项目集管理计划
C. 项目集主计划表
D. 项目集范围说明书

infrastructure: 指项目集基础设施
framework: 有个项目集叫基础设施项目集

# 52. A program to implement a new payroll processing system at a healthcare company is nearing completion and is under budget. What should the program manager do next?

A. Request permission from the program governance board to initiate program closure activities.
B. Present additional opportunities to the program sponsor.
C. Apply the remaining budget to operational activities.
D. Apply the remaining budget to deferred enhancement requests.

在一家医疗保健公司实施新的工资单处理系统的项目集即将完成，并且预算范围内。项目集经理下一步应该做什么？

A. 请求项目集治理委员会许可以启动项目集收尾活动
B. 向项目集发起人提供其他机会
C. 将剩余预算用于运营活动
D. 将剩余预算应用于延迟增强请求

关联: B: 129

A. Lessons learned, Successes and Failures, Financial and performance assessment, and Knowledge transfer.
B. Final updates to the benefits register, Successes and failures, Resource discrepancy, and Knowledge transfer.
C. Financial and performance assessment, Successes and failures, and reason(s) for program closeout, and Lessons learned.
D. Knowledge transfer, Successes and failures, and Reason(s) for program closure, and Lessons learned.

发起人认为业务环境不利于继续实施项目集。发起人要求收尾该项目集。哪些条目应作为项目集最终报告的一部分完成？

A. 经验教训，成功和失败，财务和绩效评估以及知识转移
В. 收益登记册、成功和失败、资源差异和知识转移的最终更新
C. 财务和绩效评估、成功和失败、项目集结束的原因以及经验教训
D. 知识转移，成功和失败，项目集收尾的原因和经验教训

A. Lessons learned, successes and failures, and financial and performance assessment
B. Final updates to the benefits register, successes and failures, and resource disposition
C. Financial and performance assessment, successes and failures, and reason(s) for program closure
D. Knowledge transition, successes and failures, and reason(s) for program closure

发起人认为业务环境不利于继续开展项目集。发起人要求收尾该项目集。哪些条目应作为项目集最终报告的一部分完成？

A. 经验教训、成功和失败以及财务和业绩评估
B. 收益登记册、成功和失败以及资源处置的最终更新
C. 财务和绩效评估、成功和失败以及项目集收尾的原因
D. 知识转移、成功和失败以及项目集收尾的原因

# 55. The program manager is concerned the program scope cannot be met with the available internal and external resource. How should the program manager evaluate these concerns?

A. Meet with program management office to review the critical program success factor.
B. Meet with program team to assess the impact on program performance outcome.
C. Meet with stakeholder to determine if a reduction in program scope is acceptable.
D. Meet with the component project manager to optimize resource allocation within the program.

项目集经理担心可用的内部和外部资源无法满足项目集范围。项目集经理应如何评估这些问题？

A. 与项目集管理办公室会面，审查关键的项目集成功因素
B. 与项目集团队会面，评估对项目集绩效成果的影响
C. 与利益相关者会面，以确定缩小项目集范围是否可以接受
D. 与组件项目经理会面，以优化项目集内的资源分配

关联: A: 3, 14, 27, 28, 29, 121, 144; B: 77, 78, 95, 109

# 56. Cindy, the program manager in Hopton organization, started to quantify all benefits added to the benefits register. Why are benefits quantified?

A. Benefits are quantified so sponsor approval can be obtained.
B. Benefits are quantified so customer approval can be obtained.
C. Benefits are quantified so risks can be mitigated.
D. Benefits are quantified so that their realization can be measured over time.

霍普顿组织的项目集经理辛迪开始量化添加到收益登记册中的所有收益。为什么要量化收益？

A. 收益是量化的，因此可以获得发起人的批准
B. 收益是量化的，因此可以获得客户的认可
C. 收益是量化的，以便降低风险
D. 收益是量化的，以便随着时间的推移度量收益的实现情况

# 57. A program manager, who reports to a company’s CIO, is responsible for managing a strategic initiative program. During a program review meeting, the CIO informs the program manager about potential budget cuts that would impact program resources, and urges the program manager to begin delivering benefits more quickly to continue the program. What should the program manager do first?

A. Update the benefits management plan, and send it to stakeholders for review
B. Document the impact on the program, then present the findings to the steering committee to determine next steps
C. Conduct a risk assessment associated with an accelerated schedule, update the risk register, and request steering committee approval
D. Revise the program schedule to adapt to an accelerated delivery of benefits, and present it to the steering committee for approval

负责管理战略项目集的项目集经理向公司首席信息官报告。在项目集评审会议期间，首席信息官将可能影响项目集资源的预算削减告知项目集经理，并敦促项目集经理更快地开始提供收益，以继续项目集。项目集经理应该首先做什么？

A. 更新收益管理计划，并将其发送给利益相关者进行评审
B. 记录对项目集的影响，然后将调查结果提交给指导委员会，以确定下一步行动
C. 进行与加速进度相关的风险评估，更新风险登记册，并请求指导委员会批准
D. 修订项目集时间表，以适应收益的加速交付，并将其提交给指导委员会批准

A. Program qualify plan
B. Program benefit management plan
C. Program scope statement
D. Program performance report

你正在管理包含六个组件的项目集。在今年年底的收益交付阶段，你向利益相关者和发起人展示项目集状态，该项目集已经完成了 30% 的工作，但利益相关者担心预期的收益不会实现。哪份文件包含度量进展的关键绩效指标和程序？

A. 项目集质量计划
B. 项目集收益管理计划
C. 项目集范围说明书
D. 项目集效绩报告

# 59. The program manager works with a global program team. What should the program manager do to acknowledge the team’s customs and cultures?

A. Conduct a sensitivity training for the team to develop an understanding of the cultures and customs of the team.
B. Work with the program team to update the communication management plan.
C. Adjust the communications plan to identify the multiple language of the contractors that are part of the team.
D. Ensure cultural diversity is spread among the component projects and program management teams.

项目集经理与全球项目集团队合作。项目集经理应该怎么做才能承认团队的习俗和文化？

A. 对团队进行敏感性培训，以培养对团队文化和习俗的理解
B. 与项目集团队合作更新沟通管理计划
C. 调整沟通计划，以确定作为团队一部分的承包商的多种语言
D. 确保文化多样性在组件项目和项目管理团队中传播

# 60. A program manager at a pharmaceutical company plans a new drug development effort. The development is slated to yield three drug variants. The program manager articulates the program scope boundaries. Which of the following deliverables captures these items?

A. Program scope management plan
B. Program management plan
C. Program scope statement
D. Program work breakdown structure

制药公司的项目集经理计划进行新药开发工作。该开发计划产生三种药物变体。项目集经理阐明项目集范围边界。以下哪项可交付结果捕获了这些条目？

A. 项目集范围管理计划
B. 项目集管理计划
C. 项目集范围说明书
D. 项目集工作分解结构

# 61. Assume you are developing a program charter as a program manager in order to initiate your program. Which of the following do you align the program charter with?

A. Business case
B. Strategic policy
C. Strategic objective
D. Governance plan

假设你正在以项目集经理的身份制定项目集章程，以便启动你的项目集。你将项目集章程与以下哪项保持一致？

A. 业务论证
B. 战略方针
C. 战略目标
D. 治理计划

# 62. In which phase the component manager is assigned?

A. Definition
B. Formulation
C. Delivery
D. Initiation

在哪个阶段分配组件经理？

A. 定义
B. 构建
C. 交付
D. 启动

# 63. The program has been approved and initiated. Suddenly, the program manager received complain from vice president. He said he was not informed of the program and the objectives, and the expected impact of the program on the organization. He was going to escalate to the CEO. What file should the program manager review?

A. Stakeholder risk tolerance
B. Stakeholder register
C. Stakeholder engagement plan
D. Stakeholder analysis plan

项目集已获得批准并启动。突然，项目集经理收到了副总裁的投诉。他说，他没有被告知该项目集和目标，以及该项目集对组织的预期影响。他打算升级到首席执行官。项目集经理应该查看什么文件？

A. 利益相关者风险承受能力
B. 利益相关者登记册
C. 利益有关者争取计划
D. 利益相关者分析计划

# 64. You are the program manager for your organization. Your program will create a new condominium in your community. There are several concerns about the condos including the timing, the local economy, the environment, and the proposed schedule. You and your team are creating the program management plan to address these concerns along with identifying the constituent projects that will build the structures and deliverables. What group will need to review your program management plan to approve the plan before you may proceed in the work?

A. The local government
B. The change control board
C. The key stakeholders
D. The program governance board

你是组织的项目集经理。你的项目集将在你的社区中创建新的公寓。关于公寓有几个问题，包括时间、当地经济、环境和拟议的时间表。你和你的团队正在创建项目集管理计划来解决这些问题，同时确定将构建结构和可交付成果的组伴项目。在继续工作之前，哪个小组需要评审你的项目集管理计划以批准该计划？

A. 当地政府
B. 变更控制委员会
C. 主要利益有关者
D. 项目集治理委员会

# 65. All of the following artifacts are expected in the program work breakdown structure(WBS), except:

A. Program management plans, procedures, standard, and process
B. Out of scope items
C. Program management deliverables
D. Program management office (PMO) support deliverables

项目集工作分解结构 (WBS), 中预计会出现以下所有工件，但以下情况除外：

A. 项目集管理计划、程序、标准和流程
B. 超出范围的条目
C. 项目集管理可交付成果
D. 项目集管理办公室 (PMO) 支持的可交付成果

# 66. Your Program reported the earned value metrics as below: Earned Value = 1 Million USD Planned Value = 1.2 Million USD Actual Cost = 1.5 Million USD. What is the SPI?

A. 0.67
B. 0.77
C. 1.0
D. 0.83

你的项目集报告了挣值指标，如下所示：挣值 = 100 万美元，计划价值 = 120 万美元，实际成本 = 150 万美元。SPI 是多少？

A. 0.67
B. 0.77
C. 1.0
D. 0.83

EV = 100
PV = 120
AC = 150

SPI(进度绩效指数): EV / PV 
100 / 120
= 0.83

# 67. An organization initiates an innovation program to deliver exceptional performance and benefits. After the program transition plan is in place and the implementation of a benefits sustainment plan starts, the program manager discovers the program may be shut down due to lack of funding. To ensure continued funding for the program, what should the program manager do next?

A. Complete the benefits sustainment plan and update the benefits register
B. Present a revised ROl to the program sponsors based on the remaining investment
C. Conduct a cost-benefit analysis to ensure the program sponsors understand the program’s long-term benefits
D. Review the program business case and the program’s strategic alignment and long-term benefits with the program governance board

组织启动创新项目集以提供卓越的绩效和收益。在项目集过渡计划到位并开始实施收益维持计划后，项目集经理发现该项目集可能由于缺乏资金而关闭。为了确保该项目集的持续资金，项目集经理下一步应该做什么？

A. 完成收益维持计划并更新收益登记册
B. 根据剩余投资向项目集发起人提供修订后的投资回报率 (ROI)
C. 进行成本收益分析，以确保项目集发起人了解项目集的长期收益
D. 与项目集治理委员会一起评审项目集业务论证以及项目集的战略一致性和长期收益

关联: A: 140; 考试指南: 77

# 68. Which of the following items are key elements of the program charter?

A. Scope, assumptions, constraints, vision, timing, key stakeholders
B. Scope, assumptions, constraints, components issues and risks, timing, key stakeholders
C. Scope, assumptions and constrains, detailed resources, key stakeholders, success factors®
D. Scope, success factors, goals and objectives, timing, key stakeholders, funding

以下哪些条且是项目集章程的关键要素？

A. 范围、假设、制约因素、愿景、时间安排、主要利益相关者
B. 范围、假设、制约因素、组件问题和风险、时间安排、主要利益相关者
C. 范围、假设和制约因素、详细资源、关键利益有关者、成功因素
D. 范围、成功因素、目标和任务、时间安排、主要利益有关者、资金

项目集章程的关键要素: 正当理由, 愿景, 战略一致性, 收益(成果), 范围, 收益策略, 假设和约束, 组件, 风险和问题, 时间线, 所需资源, 利益相关者考虑事项, 项目集治理

关联: B: 25, 26, 45, 86, 126

# 69. A business case has been developed and the program is approved. You have been asked to develop the program charter and the steering committee has approved it. What is the BEST definition of the program charter?

A. The program charter formally authorizes the program and it details all planned benefits, their metrics and their management plan.
B. The program charter provides the program manager with the authority to apply resources to program activities, and to start delivering benefits right away.
C. The program charter formally authorizes the program and it provides a governance mechanism with approval and reporting procedures.
D. The program charter formally authorizes the program and it provides the program manager with the authority to apply resources to program activities.

已经制定了业务论证，该项目集已获得批准。你被要求制定项目集章程，指导委员会已批准。项目集章程的最佳定义是什么？

A. 项目集章程正式授权该项目集，并详细说明了所有项目集的收益、度量衡和管理计划
B. 项目集章程赋予项目集经理将资源应用于项目集活动并立即开始提供收益的权限
C. 项目集章程正式授权该项目集，并提供具有批准和报告程序的治理机制
D. 项目集章程正式授权项目集，并赋予项目集经理将资源应用于项目集活动的权限

# 70. You are managing a program which is entering the closure phase. In order to properly close the program, you read the closure criteria which have been documented, and you compare them to your situation. From the list below, what is NOT a closure criterion for the program?

A. All benefits need to be realized before program closure
B. The governance board or the sponsor must provide their agreement
C. A sustainment plan must be documented and approved
D. A final report must be issued

你正在管理进入收尾阶段的项目集。为了正确收尾，你阅读已记录的收尾标准，并将其与你的情况进行比较。从下面的列表中，什么不是项目集的收尾标准？

A. 所有收益都需要在项目集结束前实现
B. 治理委员会或发起人必须提供其同意
C. 维持计划必须记录在案并得到批准
D. 必须出具最终报告

A. She should monitor the environmental factors to ensure the program remains aligned with the environmental factors.
B. She should monitor the environmental factors to ensure the program remains aligned with the organization’s strategic objectives.
C. She should ignored the environmental factors as their effect on the strategy did not happen yet.
D. She should ask the sponsor for advice.

安妮期待执行她的项目集的环境因素发生一些变化。她与项目集发起人讨论了这个问题，并确保其中一些因素会影响组织的战略目标。她该怎么办？

A. 她应该监控环境因素，以确保该项目集与环境因素保持一致
B. 她应该监控环境因素，以确保该项目集与组织的战略目标保持一致
C. 她应该忽略环境因素，因为它们对战略的影响尚未发生
D. 她应该向发起人征求意见

# 72. Who is responsible for ensure alignment of individual project management plans with the program’s goals and intended benefits?

A. The project manager
B. The PMO
C. The project sponsor
D. The program manager

谁负责确保各个项目管理计划与项目集的目标和预期收益保持一致

A. 项目经理
B. PMO
C. 项目集发起人
D. 项目集经理

# 73. Your program is in closure phase. Before attain the stakeholders support to close the program, what document you must to develop?

A. Lessons learned
B. Archive plan
C. The program performance report
D. Contracts report

你的项目集处于收尾阶段。在获得利益相关者的支持以收尾项目集之前，你必须制定什么文档？

A. 经验教训
B. 存档计划
C. 项目集效绩报告
D. 合同报告

# 74. During, the Benefits Delivery phase, the resulting benefits review require analysis of the planned versus actual benefits across a wide range of actions. Which of the following aspect is the most important to be analyzed and assessed?

A. Program components performance status
B. Program schedule variance
C. Change management status
D. Strategic alignment

在收益交付阶段，产生的收益评审需要分析各种行动的计划收益与实际收益。以下哪个方面最需要分析和评估？

A. 项目集组件绩效状态
B. 项目集进度差异
C. 变更管理状态
D. 战略一致

# 75. Throughout a multiyear program, component projects are transitioned to the customer. During the project acceptance phase, a potential risk is identified and brought to the program team’s attention. What should be done with the identified potential risk?

A. Incorporate it into the risk register and perform a thorough analysis.
B. Mitigate the risk before it is incorporated into the risk management plan.
C. Document the risk in the program transition plan and identify it as a potential issue.
D. Document it in the issue log and immediately notify the steering committee.

在整个持续多年的项目集中，组件项目将过渡给客户。在项目验收阶段，识别潜在风险并提醒项目集团队注意。应如何处理已识别的潜在风险？

A. 将其纳入风险登记册并进行彻底分析
B. 在风险被纳入风险管理计划之前降低风险
C. 在项目集过渡计划中记录风险并将其确定为潜在问题
D. 将其记录在问题日志中，并立即通知指导委员会

# 76. Program risk response planning is an important aspect of program management, one output of this activity is?

A. Unknown risk
B. Residual risk
C. Contingency reserve and management reserve
D. Risk profile

项目集风险应对计划是项目集管理的重要方面，这项活动的一个输出是？

A. 未知风险
B. 残余风险
C. 应急准备金和管理准备金
D. 风险简介

A. Accept what the program sponsor requires and implement the changes.
B. Discuss the proposed changes with the stakeholders and project managers, and give the program sponsor the best option.
C. Respond to the program sponsor if the program sponsor asks about it a second time.
D. Present the risks and benefits of the changes to the program sponsor.

项目集经理有包含五个组件项目的全球项目集。项目集发起人希望管理计划、流程 / 程序和技术在整个项目集中保持一致。这些要求会产生问题并导致成本增加。项目集发起人是新人，并在为期三年的项目集六个月内实施了这些新要求。项目集经理下一步应该做什么？

A. 接受项目集发起人的要求并实施变更
B. 与利益相关者和项目经理讨论提议的变更，并为项目集发起人提供最佳选择
C. 如果项目集发起人第二次询问，再回复项目集发起人
D. 向项目集发起人介绍变更的风险和收益

关联: A: 3, 14, 27, 28, 29, 121, 144; B: 55, 78, 95, 109

A. Accept what the program sponsor requires and implement the changes.
B. Document the change, communicate and analysis with stakeholders and then bring the final selection to GB.
C. Respond to the program sponsor if the program sponsor asks about a second time.
D. Present the risks and benefits of the changes to the program sponsor.

项目集经理有包含五个组件项目的全球项目集。项目集发起人希望管理计划、流程 / 程序和技术在整个计划中保持一致。这些要求将产生问题并导致成本增加。项目集发起人是新人，并在为期三年的计划六个月内实施了这些新要求。项目集经理下一步应该做什么？

A. 接受项目集发起人的要求并实施变更
B. 记录变更，与利益相关者沟通和分析，然后将最终选择带到 GB
C. 如果项目集发起人第二次询问，再回复项目集发起人
D. 向项目集发起人介绍变更的风险和收益

关联: A: 3, 14, 27, 28, 29, 121, 144; B: 55, 77, 95, 109

# 79. Organization leader requests to perform analysis on all the components projects quality control. In order to ensure overall quality performance, This should included in which of the following document?

A. Project Quality plan
B. Program quality plan
C. Scope management plan
D. Program change management plan

组织领导要求对所有组件项目质量控制进行分析。为了保证整体质量绩效，这应该包括以下哪份文档？

A. 项目质量计划
B. 项目集质量计划
C. 范围管理计划
D. 项目集变更管理计划

# 80. You are working in the program delivery phase in the financial management activities. Which of the following may appear in the out put of the program financial management activities?

A. Program financial management plan
B. Program operational costs
C. Program funding schedules
D. Program budget baseline updates

你正在项目集交付阶段的财务管理活动工作中。以下哪项可能出现在项目集财务管理活动的输出中？

A. 项目集财务管理计划
B. 项目集运营成本
C. 项目集拨款计划
D. 项目集预算基线更新

# 81. A natural disaster shuts down operations for two days. The program has a major milestone that includes a timed payment of US＄1 million. Since the shutdown was not anticipated, what should the program manager do first?

A. Implement the appropriate risk response plan and inform the stakeholders of the planned actions.
B. Utilize contingency reserves to hire contractors, which will accelerate the schedule to meet the original milestone.
C. Evaluate the impact, reassess the program risk, and determine options to be presented to the governance board.
D. Collaborate with the sponsor to determine options and negotiate a new date for the milestone.

自然灾害导致运营中断两天。该项目集有一个重要的里程碑，包括 100 万美元的定时付款。既然没有预料到运营中断，项目集经理应该首先做什么？

A. 实施适当的风险应对计划，并将计划的行动告知利益相关者
B. 利用应急准备金雇用承包商，这将加快进度以满足原始里程碑
C. 评估影响，重新评估项目集风险，并确定提交给治理委员会的备选方案
D. 与发起人合作确定选项并协商里程碑的新日期

# 82. The program manager on a program to develop a new product for an external customer appoints a core team member to work with customer to document activities and process for product delivering. Which of the following contains these activities and processes for product delivering?

A. Benefit management plan
B. Transition plan
C. Product implement plan
D. Communication management plan

为外部客户开发新产品的项目集经理任命一名核心团队成员与客户合作，记录产品交付的活动和流程。以下哪项包含这些产品交付的这些活动和流程？

A. 收益管理计划
B. 过渡计划
C. 产品实施计划
D. 沟通管理计划

A. What was the estimated cost at completion (EAC) for each project?
B. What is the status of the two remaining projects?
C. What is planned for the reassignment of resources from each closing project?
D. Do the three projects satisfactorily meet the criteria as stated in the benefits management plan of the program?

你是重大国际项目集的发起人，该项目集包含五个项目，并且在 XYZ 公司中拥有大量利益相关者。在接受收尾组件项目之前，指导委员会应该向项目集经理询问哪个问题？

A. 每个项目的估计完工成本 (EAC) 是多少？
B. 其余两个项目的状况如何？
C. 计划如何重新分配每个结束项目的资源？
D. 这三个项目是否令人满意地满足了项目集收益管理计划中规定的标准？

收益管理-任务5

# 84. To increase its presence and promote its products and services in new markets, a company begins to implement its new business strategy. The Company’s CEO endorses a new program to promote and support this strategy. However, before the program is formally initiated, this strategy must be aligned with organization’s strategic goals and objectives. What should the program manager develop first?

A. Program’s risk threshold
B. Program risk management plan
C. Program resource management plan
D. Program risk and issue governance forum

为了增加其影响力并在新市场推广其产品和服务，公司开始实施其新的业务战略。公司首席执行官批准了一项新项目集，以促进和支持这一战略。但是，在项目集正式启动之前，此策略必须与组织的战略目标和任务保持一致。项目集经理应该首先开发什么？

A. 项目集的风险阈值
B. 项目集风险管理计划
C. 项目集资源管理计划
D. 项目集风险和问题治理论坛

# 85. Program A is in a state review meeting with GB, risk and cost are in red flag, program manager is using:

A. State report
B. Performance report
C. Program management plan
D. Dashboard

项目集 A 正在与 GB 进行状态评审会议，风险和成本处于红色信号中，项目集经理正在使用：

A. 状态报告
B. 绩效报告
C. 项目集管理计划
D. 仪表盘

关联: A: 74; B: 144

# 86. Bob is a program manager. He has started working on a new program. He is currently documenting why the program is important as well as what the program should achieve. What is Bob working on?

A. Program roadmap
B. Program charter
C. Program management plan
D. Program business case

鲍勃是一名项目集经理。他已经开始新项目集的工作。他目前正在记录为什么项目集很重要以及项目集应该实现的目标。鲍勃在做什么？

A. 项目集路线图
B. 项目集章程
C. 项目集管理计划
D. 项目集业务论证

关联: B: 25, 26, 45, 68, 126

# 87. During a resource planning session, an innovation program manager discovers that the company resources do not have the capacity or capability to start the program. To provide the expected benefits, the program manager outsources the tasks where the new capabilities are required. How should the program manager proceed with program resource assignment and acquire the skills future?

A. Allow the outsourcing vendor to lead the tasks and provide progress reports.
B. Start hiring experienced resources that can contribute immediately to the program.
C. Pair program team members with the outsourcer to acquire new skills.
D. Identify training providers in the required capacities and start a training program for the program team members.

在资源规划会议期间，创新项目集经理发现公司资源没有能力启动该项目集。为了提供预期的收益，项目集经理将需要新功能的任务外包。项目集经理应如何进行项目集资源分配并获得未来的技能？

A. 允许外包供应商领导各种任务并提供进度报告
B. 开始雇用经验丰富的资源，可以立即为该项目集做出贡献
C. 将项目集团队成员与外包商配对以获得新技能
D. 确定具有所需能力的培训提供者，并为项目集团队成员启动培训计划

# 88. The number of emerging risks increases in a component project and the program manager falls behind in reviewing and approving the plans. This impacts the component project manager’s ability to effectively address the risks. In this situation, what should the program manager change about the risk management plan?

A. Allow the component project manager to delegate risk management responsibilities.
B. Assign the resolution of project-level risks to the component project manager.
C. Include risk escalation policies and procedures in the risk response plan.
D. Increase flexibility with risks that require a risk response.

组件项目中出现的风险数量增加，项目集经理在审查和批准计划方面落后。这会影响组件项目经理有效解决风险的能力。在这种情况下，项目集经理应该如何改变风险管理计划？

A. 允许组件项目经理委派风险管理职责
B. 将项目集风险的解决方案分配给组件项目经理
C. 在风险应对计划中包括风险升级政策和程序
D. 提高需要风险应对的风险的灵活性

治理-任务7

# 89. You are managing a program which is composed of 4 projects: A, B, C, D. A steering committee meeting is planned for this coming Friday. And the board wants to see your program’s EVM parameters. The table below reflects the EVM data by your project managers:

	CV	CPI	SPI	BAC
Project A	-200	0.8	0.7	1000
Project B	80	1.5	1.3	500
Project C	70	1.8	1.6	800
Project D	50	1.4	1.2	500
Total	300	1.5	1.3	2800

What can you conclude for your program?

A. Project A overrun cost, and behind schedule, but project B,C,D run no issues
B. Project A overrun cost, and behind schedule, and overall has risk on cost and schedule
C. Your program is ahead of schedule and performed equal to planned
D. Your program is behind of schedule and spent less than planned

你正在管理由 4 个项目组成的项目集：A、B、C 和 D。指导委员会会议计划于下周五举行。委员会希望查看程项目集的 EVM 参数。下表反映了项目经理的 EVM 数据：你能为你的项目集总结什么？

A. 项目 A 超支成本，落后于计划，但项目 B、C/D 运行没有问题
B. 项目 A 超支成本，落后于计划，总体上存在成本和进度风险
C. 你的项目集提前执行，执行与计划相同
D. 你的项目集落后于计划，花费少于计划

# 90. A program manager is establishing the goyemance structure for a program. In which phase is this being completed?

A. Program Formulation
B. Program Definition
C. Program Planning
D. Program Initiation

项目集经理正在为项目集建立治理结构。这项工作是在哪个阶段完成的？

A. 项目集构建
B. 项目集定义
C. 项目集规划
D. 项目集启动

在哪个子阶段完成?
- 规划阶段

# 91. The program manager recognizes that the project managers are competent in their respective subject matters,but their management skills and approaches vary,because of different working experiences and backgrounds. To strengthen their leadership skills in the program, which of the following should be implemented?

A. Delegate recruitment and termination authority to the project managers,
B. Register the team-building objectives in the human resource plan.
C. Arrange a team-building and training seminar for the project managers.
D. Adopt a team player selection criterion in the team recruitment process.

项目集经理认识到项目经理能够胜任各自的主题，但由于工作经验和背景不同，他们的管理技能和方法也有所不同。为了加强他们在项目中的领导能力，应实施以下哪一项？

A. 将招聘和终止授权委托给项目经理
B. 在人力资源计划中登记团队建设目标
C. 为项目经理安排团队建设和培训研讨会
D. 在团队招募过程中采用团队成员选拔标准

A. Program management performance variances,business criteria re-weighting, root cause identification, and statistical sampling.
B. Interviewing, SWOT analysis, run chart, and matrix-based charts.
C. Earned value management, financial reporting systems, performance measurement techniques,and program management information systems.
D. Delphi technique,scatter diagram, pareto chart, organization charts and scatter diagram.

项目集发起人要求提供每周绩效报告。监控和控制项目集绩效的工具和技术包括以下哪项？

A. 项目集管理绩效差异、业务标准重新加权、根本原因识别和统计抽样
B. 访谈、SWOT 分析、运行图和基于矩阵的图表
C. 挣值管理、财务报告系统、绩效度量技术和项目集管理信息系统
D. 德尔菲技术、散点图、帕累托图、组织图和散点图

# 93. Program A is dependent upon program B to complete benefits sustainment for two benefits. Program A is on track to meet program benefits. However, program B’s program manager has just advised that program B has been closed. What should program A’s program manager update and review first with the stakeholders?

A. Benefits register
B. Benefits management plan
C. Benefits transition plan
D. Benefits sustainment plan

项目集 A 依赖于项目集 B 完成两项收益的收益维持。项目集 A 正在实现计划收益。然而，项目集 B 的项目集经理刚刚通知项目集 B 已经收尾。项目集 A 的项目集经理应首先与利益相关者一起更新和审查哪些内容？

A. 收益登记册
B. 收益管理计划
C. 收益过渡计划
D. 收益维持计划

关联: A: 21; B: 104

# 94. A cargo is detained in custom house, where an officer personally asks for bribes to release the cargo. What should the program manager do?

A. Escalate to the officer’s manager to report it immoral action
B. Offer the bribe
C. Refuse to offer the bribe and discuss it with program management team
D. Offer the bribe, and reply for more budget

货物被扣留在海关，海关官员亲自索贿才放行货物。项目集经理应该做什么？

A. 上报给该官员的经理，报告其不道德行为
B. 行贿
C. 拒绝行贿并与项目集管理团队讨论
D. 行贿，并要求更多预算

A. Accelerate the projects and components of the program that replace the two legacy systems.
B. Analyze the impact of accelerating the program, and present the pros and cons to the program sponsor.
C. Identify the parts of the program that need to be accelerated and, if it is cost effective and increases benefits realization, implement the change.
D. Create several “what-if” scenarios of alternatives to present to the program sponsor.

在与项目集发起人和利益相关者会面后，发起人要求项目集经理加快项目集进度，以取代两个遗留的财务系统。遗产系统有过早失效的风险。项目集经理接下来应该做什么？

A. 加快替换两个遗留系统的项目和组件
B. 分析加速项目集的影响，并向项目发起人陈述利弊
C. 确定项目集中需加速的部分，如果它具有成本效果并增加了收益实现，则实施变更
D. 创建几个备选方案的 “假设” 场景，以呈现给项目集发起人

关联: A: 3, 14, 27, 28, 29, 121, 144; B: 55, 77, 78, 109

# 96. A program manager building the world’s largest cruise ship is resolving the conflict between the two main sponsors who cannot agree on the number of food and beverage outlets to have on board. What should the program manager do?

A. Finalize the business case and market analysis with the core program team and present the findings to the chief executive officer for approval.
B. Work with the core program team to conduct a market analysis and make the decision based on the best return on investment.
C. Arrange a meeting with both sponsors and the steering committee to present the market analysis and work through the conflict.
D. Engage the program stakeholders, present the market analysis and findings to facilitate the decision on the best option.

一位建造世界上最大邮轮的项目集经理正在解决两个主要发起人之间的冲突，这两个发起人无法就船上的餐饮店数量达成一致。项目集经理应该做什么？

A. 与核心项目集团队一起完成业务论证和市场分析，并将结果提交首席执行官审批
B. 与核心项目集团队合作，进行市场分析，并根据最佳投资回报做出决策
C. 与发起人和指导委员会安排一次会议，介绍市场分析并解决冲突
D. 与项目集利益相关者接洽，提出市场分析和调查结果，以促进最佳方案的决策

# 97. A company is evaluating the implementation of enterprise resource planning (ERP) software. The program manager performs environmental analysis to confirm the program’s feasibility. What other important step should the program manager complete?

A. Development of the program’s vision statement
B. Review of strategic goals against any external environmental factors
C. Identification and documentation of the initial risks for ERP software implementation
D. Mapping of the financial benefits to the ERP software’s functionality

公司正在评估企业资源规划 (ERP) 软件的实施情况。项目集经理进行环境分析以确认该项目集的可行性。项目集经理还应完成其它哪些重要步骤？

A. 制定项目集愿景陈述
B. 针对任何外部环境因素审查战略目标
C. 识别和记录 ERP 软件实施的初始风险
D. 将财务收益映射到 ERP 软件的功能

关联: A: 119; B: 40, 118

# 98. A program manager is assigned to a large cross-function complex program with different technologies and multiple work-streams. Since of conflicting program stakeholders’ expectations. What should the program manager do next?

A. Conduct interviews with key stakeholders, and document the results in the program management plan.
B. Update the stakeholder register to document stakeholders’ position related to the program.
C. Document stakeholder expectations in the program’s risk register to reflect their influence.
D. Send out satisfaction surveys, and document the results in the program stakeholder engagement plan.

项目集被分配给具有不同技术和多个工作流的大型跨功能复杂项目集。由于项目集利益相关者的期望存在冲突。项目集经理接下来应该做什么？

A. 与关键利益相关者进行面谈，并将结果记录在项目集管理计划中
B. 更新利益相关者登记册，以记录与项目集相关的利益相关者的立场
C. 在项目集风险登记册中记录利益相关者的期望，以反映其影响
D. 发送满意度调查，并将结果记录在项目集利益相关者争取计划中

# 99. The program manager works on a new design for an auto manufacturer. A series of safety and manufacturing issues are identified in another auto product line of the company. What should the program manager do to understand and mitigate potential issues to the program?

A. Review the safety and manufacturing issues from the other auto product line,perform quantitative risk analysis of impacts to the program,identify mitigating risk actions for known risks, and update the risk register.
B. Evaluate the cost and schedule impacts from similar issues with the product, identify a contingency level that will re-mediate the issue, update the business case to incorporate this contingency,and ensure desired benefits are still met.
C. Meet with the steering committee and recommend a temporary suspension of program development until a root cause analysis is completed,enabling evaluation of impacts on the program and incorporate lessons learned.
D. Review all data associated with the issues, have engineering perform an analysis of potential similar issues in the design,understand cost impacts of necessary changes, and evaluate benefits and the business case, and specify actions to determine the path forward.

项目集经理为一家汽车制造商的新的设计而工作。该公司的另一条汽车产品线中发现了一系列安全和制造问题。项目集经理应该做什么来理解和缓解项目集的潜在问题？

A. 审查其他汽车产品线的安全和制造问题，对项目影响进行定量风险分析，确定已知风险的缓解风险措施，并更新风险登记簿
B. 评估产品类似问题对成本和进度的影响，确定将重新调解问题的应急级别，更新业务案例以纳入该应急，并确保仍能实现预期收益
C. 与指导委员会会面，建议暂时暂停项目开发，直到完成根本原因分析，从而能够评估对项目的影响，并吸取经验教训
D. 审查与问题相关的所有数据，让工程部门对设计中潜在的类似问题进行分析，了解必要变更的成本影响，评估收益和业务论证，并指定确定前进道路的措施

# 100. You have been recently appointed to a new program. The program has received formal acceptance from the board and is now developing the program scope statement. What should you do?

A. Translate from the program goals and objectives into program scope statement.
B. Translate from the benefits management plan into program scope statement.
C. Translate from the benefits register into program scope statement.
D. Translate from the program roadmap into program scope statement.

你最近被任命参加一个新项目集。该项目集已获得董事会的正式认可，目前正在制定项目范围说明书。你该怎么办？

A. 将项目集目标转化项目集范围说明书
B. 将收益管理计划转化为项目集范围说明书
C. 将收益登记册转换为项目集范围说明书
D. 将项目集路线图转换为项目集范围说明书

生命周期-任务2

# 101. A key stakeholder’s requirement contradicts the organization’s strategic objectives. The program manager meet with the stakeholder, but it is unable to reach a compromise on requirements. What should the program manager do first?

A. The program manager meet with PMO to update benefits management plan.
B. The program manager meet with the organization strategy planning committee to obtain clarification.
C. The program manager meet with program sponsor to address issue.
D. The program manager meet with customer to determine if the stakeholder’s requirement is valid.

关键利益相关者的要求与组织的战略目标相矛盾。项目集经理与利益相关者会面，但无法就需求达成妥协。项目集经理首先应该做什么？

A. 项目集经理与 PMO 会面，更新收益管理计划
B. 项目集经理与组织战略规划委员会会面，以获得澄清
C. 项目集经理与项目集发起人会面，解决问题
D. 项目集经理与客户会面，以确定利益相关者的需求是否有效

# 102. When you finished stakeholder engagement plan. What the next step?

A. Develop communication management plan
B. Develop stakeholder register
C. Develop benefits management plan
D. Develop program plan.

当你完成利益相关者争取计划时。下一步是什么？

A. 制定沟通管理计划
B. 编制利益相关者登记册
C. 制定收益管理计划
D. 制定项目集计划

# 103. A widespread occurrence of influenza strikes a metropolitan area, affecting two of the five project teams included in the program. The program manager realizes that this scenario was never considered, and several of the program management plans do not include adequate provisions for this type of situation. What techniques should be used to manage stakeholder expectations during this crisis?

A. Negotiation and influencing
B. Expert judgment and brainstorming
C. Interviews and focus groups
D. Schedule management tools and program metrics

流感在大都市地区广泛发生，影响了该项目集中五个项目组中的两个组件。项目集经理意识到，从未考虑过这种情况，并且一些项目集管理计划没有针对这种情况提供足够的条款。在这场危机中，应该使用哪些技术来管理利益相关者的期望？

A. 谈判和影响
B. 专家判断和头脑风暴
C. 访谈和焦点小组
D. 进度管理工具和项目集度量衡

# 104. You are the program manager for your organization and are planning the program. One of the plans you need to create will define how you’ll transfer the benefits of the program to the operations of your organization. Which program management plan defines this process?

A. Benefits transfer plan
B. Program transition plan
C. Program closure plan
D. Operational transfer plan

你是组织的项目集经理，正在规划项目集。计划的其中之一是你需要创建的计划将定义你将如何将计划的收益过渡到你组织的运营。哪个项目集管理计划定义了这个过程？

A. 收益转移计划
B. 项目集过渡计划
C. 项目集收尾计划
D. 运营转移计划

关联: A: 21; B: 93

# 105. You are writing a document that contains the explanation defining the process for creating, maximizing, and sustaining the program benefits. What is the document you are writing?

A. The benefits register
B. The benefits management plan
C. The benefits delivery schedule
D. The program transition plan.

你正在编写一份文档，其中包含定义了创建、最大化和维持项目集收益的过程说明。你正在写的文件是什么？

A. 收益登记册
B. 收益管理计划
C. 收益交付时间表
D. 项目集过渡计划

# 106. In the implementation of the program, the regulatory body announced the new provisions. When the program manage team are analyzing the trend of the program, the new code inspector became very strict. Because the code inspector said the provisions had new requirements for coding. And, this change will increase the cost. What plan program manager should consult if regulatory provision be implemented?

A. Program financial management
B. Risk management
C. Program performance reporting
D. Program management

在实施该项目集时，监管机构宣布了新规定。当项目集管理团队分析项目集的趋势时，新的代码检查员变得非常严格。因为代码检查员表示，这些规定对编码有了新的要求。而且，这种变化会增加成本。如果实施监管规定，项目集经理应该咨询什么计划？

A. 项目集财务管理
B. 风险管理
C. 项目集绩效报告
D. 项目集管理

关联: B: 43

# 107. A program is in its execution phase when a component project manager suggests a potential change that could increase the potential benefits of the program. The program manager is hesitant to submit a change request as it would extend the program schedule and require a scope change. To whom should the change request should be presented?

A. The program governance board
B. The program customer
C. The program Management Office (PMO)
D. The project governance board

项目集处于执行阶段，当组件项目经理提出可能增加项目集潜在收益的潜在变更时。项目集经理对提交变更请求犹豫不决，因为这会延长项目集进度并要求范围变更。变更请求应提交给谁？

A. 项目集治理委员会
B. 项目集客户
C. 项目集管理办公室 (PMO)
D. 项目治理委员会

# 108. A program is near completion and the benefits will be delivered shortly. The program manager prepares to initiate program closeout activities to release the program resources. Before initiating closeout and releasing the resources, what should the program manager do?

A. Review the benefits management plan with the program sponsor
B. Obtain approval from the sponsor to close the program
C. Prepare performance evaluations for all program personnel
D. Prepare performance evaluations for all project personnel

项目集即将完成，收益将很快交付。项目集经理准备启动项目集收尾活动，以释放项目集资源。在启动收尾和释放资源之前，项目集经理应该做什么？

A. 与项目集发起人一起评审收益管理计划
B. 获得发起人的批准以收尾项目集
C. 为所有项目集人员准备绩效评估
D. 为所有项目人员准备绩效评估

A是实现B要做的事

关联: A: 109, B: 35

# 109. The chief executive officer (CEO) informs the program manager that the delivery date for project A must be compressed by two months to accommodate market needs. Project A relies upon deliverables from projects B and C. Which of the following should the program manager do first?

A. Direct the three project managers to crash their projects, to allow project A the two months of scheduling needed.
В. Review the program resource management plan with the three project managers emphasizing their critical paths and shared critical resources to understand the possibility of accelerating the schedule.
С. Convene the change board to evaluate the cost/benefit of the compression and the impact on the overall program.
D. Engage the executive sponsor and program board to evaluate the CEO’s request and determine if the project manager should act on it.

首席执行官 (CBO) 通知项目集经理，项目 A 的交付日期必须缩短两个月，以适应市场需求。项目 A 依赖于项目 B 和 C 的可交付成果。项目集经理应首先执行以下哪一项？

A. 指导三名项目经理让他们的项目赶工，让项目 A 有两个月的时间安排
B. 与三名项目经理一起评审项目集资源管理计划，强调他们的关键路径和共享的关键资源，以了解加快进度的可能性
C. 召集变更委员会评估压缩的成本 / 收益以及对整个项目集的影响
D. 争取执行发起人和项目委员会评估首席执行官的请求，并确定项目集经理是否应采取行动

关联: A: 3, 14, 27, 28, 29, 121, 144; B: 55, 77, 78, 95

# 110. You are working on an emergency response program for your city and have realized that you lack the needed resources to support your program. Over the years, your organization’s Procurement and Contracts Department has compiled a qualified seller list. This list will be extremely helpful to you when you?

A. Advertise in the local newspaper for your procurement requirements
B. Prepare your program procurement management plan
C. Plan contract evaluation criteria
D. Issue requests for proposals (RFPs) or requests for quotations (RFQs)

你正在项目集所在的城市制定紧急响应计划，并意识到你缺乏支持项目集所需的资源。多年来，贵公司的采购和合同部编制了一份合格的供应方名单。这份清单当在你完成十年工作时将对你非常有帮助？

A. 在当地报纸上宣传你的采购需求
B. 编制项目集采购管理计划
C. 规划合同评估标准
D. 发布建议邀请书 (RFP) 或报价邀请书 (RFQ)

# 111. The program manager plans to address a negative cost variance generating a red flag in the program management status report. What should the program manager do?

A. Contact the project sponsors to present the details, impacts, and possible corrective actions regarding the negative cost variance.
B. Gather all the details, analyze impacts, determine corrective actions and present the findings to the governance board for direction.
C. Work with program sponsor to compile impact analysis data to obtain additional funding for the program.
D. Ask the program team to compile all details, analyze impacts, determine corrective actions and present to the governance board for direction.

项目集经理计划解决在项目集管理状态报告中产生红色标记的负成本差异。项目集经理应该做什么？

A. 联系项目集发起人，介绍有关负成本差异的详细信息、影响和可能的纠正措施
B. 收集所有细节，分析影响，确定纠正措施，并将结果提交给治理委员会以寻求指导
C. 与项目集发起人合作，编制影响分析数据，以获得项目集的额外资金
D. 要求项目集团队汇编所有细节，分析影响，确定纠正措施，并向治理委员会提交以寻求指导意见

# 112. A program manager for multimedia corporation is developing a next-generation product line. The program completes the delivery of one component. However, due to a change request, another component is not meeting expectations. Which activities should the program manager perform next?

A. Program delivery management
B. Resource inter-dependency management
C. Program performance monitoring and control
D. Benefits sustainment and program transition

多媒体公司的一位项目集经理正在开发下一代产品线。该项目集完成一个组件的交付。然而，由于变更请求，另一个组件没有达到预期。项目集经理接下来应该执行哪些活动？

A. 项目集交付管理
B. 资源依赖关系管理
C. 项目集绩效监控
D. 收益维持和项目集过渡

关联: B: 147

# 113. A trouble program with internal conflicts is terminated early, because it did not realize its planned benefits. What is the program manager’s next step ?

A. Meet with the program sponsor to discuss the failures.
B. Formally document the program’s failure and file for future reference.
C. Schedule a meeting with stakeholders to discuss options to get the program back on track.
D. Hold a review meeting with team members to document the program’s successes and failures for future reference.

有内部冲突和麻烦的项目集被提前终止，因为它没有实现项目集的收益项目集经理的下一步是什么？

A. 与项目集发起人会面，讨论失败
B. 正式记录项目集的失败并存档以备将来参考
C. 安排一次与利益相关者的会议，讨论让项目集重回正轨的方案
D. 与团队成员召开评审会议，记录项目集的成功和失败，以供将来参考

生命周期-任务35

# 114. The president, the vice president of operations, and the program manger meet with executive leadership to discuss a new opportunity. During the meeting, it becomes clear that the president wants the program manger to take the lead in creating a strategic program. What level of involvement from the executive leadership does the program manager need to succeed?

A. Review and approval of budgets including resourcing
B. Review of progress and resolution of high-level issues
C. Review and approval of the benefits that are being targeted
D. Review and approval of the high-level requirements

总裁、运营副总裁和项目集经理与执行领导层会面，讨论新的机会。在会议期间，很明显，总裁希望项目集经理带头制定战略计划。项目集经理要取得成功，需要来自执行领导层的多大程度的授权？

A. 评审和批准预算，包括资源
В. 评审进展和解决高级别问题
C. 评审和批准目标收益
D. 高阶需求的评审和批准

# 115. Working as company A’s program manager for the development of an online banking system for your community bank, you have been asked to provide a list of deliverable and the boundaries for the program and its products, expectations and business impact of the program. This list is delivered from an analysis of the?

A. Project work breakdown structure(WBS)
B. Benefits management plan
C. Contract WBS
D. Program Scope statement

作为 A 公司的项目集经理，负责为您的社区银行开发在线银行系统，您被要求提供一份可交付成果清单，以及该计划及其产品的边界、预期和该计划的业务影响。此列表是通过分析？

A. 项目工作分解结构 (WBS)
B. 收益管理计划
C. 合同 WBS
D. 项目集范围说明书

# 116. During program execution, how does a program manager ensure that benefits are being realized in accordance with program governance?

A. By reviewing the benefits management plan
B. By updating the benefits register
C. By conducting benefits analysis and planning
D. By reviewing the program business case

在项目集执行期间，项目集经理如何确保根据项目集治理实现收益？

A. 通过审查收益管理计划
B. 通过更新收益登记册
C. 通过进行收益分析和规划
D. 通过审查项目集业务论证

# 117. A company initiates a program to reorganize its sales and production departments. Three production departments are located at the three production plants next to the company’s headquarters. Five regional sales departments are located at different locations around the world. At this stage of the program, what is the first step?

A. Develop a program work breakdown structure
B. Identify and quantify business benefits of the program
C. Determine and prioritize the various components of the program
D. Prepare a program organization chart covering both sales and production

公司启动了一项重组其销售和生产部门的项目集。三个生产部门位于公司总部旁边的三个生产工厂。五个区域销售部门位于世界各地的不同地点。在项目集的这个阶段 (定义阶段), 第一步是什么？

A. 制定项目集工作分解结构
B. 确定并量化该项目集的业务收益
C. 确定项目集的各个组件项目并确定其优先级
D. 编制涵盖销售和生产的项目集组织结构图

领域、任务、知识和技能-任务6

A. Program management plan
B. Program charter
C. Benefits register
D. Benefits management plan

当你定期报告本规划的收益状况时，你必须度量迄今为止累积的收益，并将信息传达给你的项目集发起人和项目集治理委员会。你用于报告的度量衡和程序是写在哪里？

A. 项目集管理计划
B. 项目集章程
C. 收益登记册
D. 收益管理计划

关联: A: 119; B: 40, 97

# 119. A global enterprise resource planning (ERP) program’s scope includes designing and building global template. Plans include a pilot implementation project to validate the template, to be followed by several roll out projects. During the build of the global template, a new government regulation mandates implementation of goods and services tax (GST). What should the program manager updates?

A. Program communication management plan
B. Benefits management plan
C. Stakeholder engagement plan
D. Benefits transition plan

全球企业资源规划 (ERP) 项目集的范围包括设计和构建全球模板。项目集包括验证模板的试点实施项目，随后将进行几个推广项目。在构建全球模板的过程中，一项新的政府法规要求实施商品和服务税 (GST)。项目集经理应该更新什么？

A. 项目集沟通管理计划
B. 收益管理计划
C. 利益相关者争取计划
D. 收益过渡计划

# 120. Component project managers create project management plans for all component projects in a program. The program manager notices that some project managers prefer one status report template, while others prefer another. How should the program manager decide which template is appropriate?

A. Review the issue with the program management office (PMO) to determine which template to use.
B. Review the issue with the project managers and come to mutual agreement on which template to use.
C. Meet with the program governance board to select an appropriate template.
D. Allow the component project managers to use their preferred templates.

组件项目经理为项目集中的所有组件项目创建项目管理计划。项目集经理注意到，一些项目经理更喜欢一种状态报告模板，而另一些则更喜欢另一种。项目集经理应该如何决定哪个模板合适？

A. 与项目集管理办公室 (PMO) 一起审查问题，以确定使用哪种模板
B. 与项目经理一起评审问题，并就使用哪种模板达成共识
C. 与项目集管理委员会会面，选择合适的模板
D. 允许组件项目经理使用他们的首选模板

统一模板是PMO的职责

# 121. The program manager on a nuclear power plant works with the stakeholders to perform strategic program planning, and to develop an understanding of the long-term cost benefits and payback period for the nuclear facility. What should the program manager use to present the information to the stakeholders?

A. ROI and cash flow analysis
B. ROI and Monte Carlo analysis
C. ROI and Ishikawa diagram
D. ROI and estimation planning

核电厂的项目经理与利益相关者合作，执行战略项目规划，并了解核设施的长期成本收益和回收期。项目集经理应该用什么向利益相关者展示信息？

A. ROI 和现金流分析
B. ROI 和蒙特卡洛分析
C. ROI 和石川图
D. ROI 和估算规划

# 122. Program manager begins mapping, defining, identifying, unifying, coordinating various program components. What program management activity are being executed?

A. Benefits realization
B. Integration
C. Initiation
D. Execution

项目集经理开始正在映射、定义、识别、统一和协调各种项目组件。这是正在执行哪些项目集管理活动？

A. 收益实现
B. 集成
C. 启动
D. 执行

A. Define a high-level program roadmap of milestones and schedules supported by a preliminary estimate
B. Write the program charter, including the program mission statement and stakeholder engagement plan
C. Develop the program management plan based on the organizations strategic plan
D. Identify and document the anticipated program benefits in the benefits management plan

项目集经理在项目集的准备阶段加入团队。项目集经理应如何获得正式发起人批准，以开始项目集交付阶段？

A. 定义由初步估算支持的里程碑和时间表的高阶项目集路线图
B. 编写项目集章程，包括项目集使命陈述和利益相关者争取计划
C. 根据组织的战略计划制定项目集管理计划
D. 确定并记录收益管理计划中的预期项目集收益

项目集管理标准SPM4(P165): 一旦批准项目集管理计划，项目集交付阶段可以开始。

关联: A: 22

# 124. In which phase the program manager is assigned?

A. Definition
B. Formulation
C. Preparation
D. Initiation

在哪个阶段指派项目集经理

A. 定义
B. 构建
C. 准备
D. 启动

# 125. A global financial system is being delivered by the program team to allow access from anywhere in the world. Following a new cross-border regulation applying to privacy of local banking data accessed from abroad, the CEO of the bank requests that an external audit be conducted to validate compliance with this new regulation. This event, which was not anticipated at this phase of the program, will generate additional work for the program team. This effort is not included in the current program roadmap and benefits delivery plan. What immediate actions should the program manager take?

A. Negotiate with the CEO in an attempt to avoid the audit
B. De-scope the capabilities of the system to not allow access from abroad
C. Accept the risk of the audit and continue the program as planned
D. Assess the impact of the audit and potential remediation on the program

项目集团队正在建立全球金融系统，允许从世界任何地方访问。在一项新的跨境法规适用于从国外获取的本地银行数据的隐私之后，银行首席执行官要求进行外部审计，以验证是否符合这项新法规。该事件在项目集的这一阶段没有预料到，将为项目集团队带来额外的工作。目前的项目集路线图和收益交付计划中没有包括这项工作。项目集经理应立即采取哪些行动？

A. 与首席执行官协商以避免审计
B. 缩小系统的功能范围，不允许从国外访问
C. 接受审计风险，并按计划继续实施项目集
D. 评估审计和潜在补救措施对项目集的影响

# 126. A program has accomplished the high-level risk, schedule, benefits analysis. The program charter has developed and get approval, program manager next step is?

A. Have a celebration
B. Communicate with the function manager for resource
C. Capture lessons learned
D. Kick-off meeting

项目集已经完成了高阶风险、进度和收益分析。项目集已经制定并获得批准，项目集经理下一步是什么？

A. 庆祝一下
B. 与职能经理沟通资源
C. 吸取经验教训
D. 启动会议

关联: B: 25, 26, 45, 68, 86

# 127. A program manager for an electronic gaming manufacturer is managing a new virtual reality program. An international trade agreement in the final stages of renegotiation will reduce supply chain costs and delivery intervals. A materials supplier informs the program manager that when this agreement is finalized, it will shorten the product’s delivery time. What should the program manager update first?

A. Procurement management plan
B. Benefits register
C. Risk register
D. Benefits management plan

电子游戏制造商的项目集经理正在管理新的虚拟现实项目集。重新谈判最后阶段的国际贸易协议将减少供应链成本和交货间隔。材料供应商通知项目集经理，当本协议最终确定后，将缩短产品交付时间。项目集经理应该首先更新什么？

A. 采购管理计划
B. 收益登记册
C. 风险登记册
D. 收益管理计划

# 128. Company is in the process of re-organization. Escalation process and structure are to be cut in order to save cost. What should PMO do?

A. Direct all program team to update benefits management plan
B. Update communication plan for all projects in order to control risks
C. Update program budget baseline
D. Update process and policies in order to ensure risk management and control

公司正处于重组的过程。为了节省成本，将削减升级流程和结构。PMO 应该做什么？

A. 指导所有项目集团队更新收益管理计划
B. 更新所有项目的沟通计划，以控制风险
C. 更新项目集预算基线
D. 更新流程和政策，以确保风险管理和控制

关联: 考试指南: 153

# 129. Jason was estimating the cost of his program components. He has high uncertainty for one program component. Therefore, he calculated the component estimate as close to the beginning of a work effort as possible. A few months later, he found that the cost of the output of his component is lower than originally planned. What is the best action he can do?

A. Wait until he closes this component and then he can ask for a reward for the saved budget
B. Present an opportunity to the program sponsor for additional products that would be acquired later in the program
C. Open an opportunity on the risk register for the extra money
D. Wait until he closes this component and then he can use the budget to help the other components with budget deficiency

杰森在估算他的项目组件的成本。他对一个项目集组件有很高的不确定性。因此，他在尽可能接近工作开始时进行了组件估算。几个月后，他发现他的组件的输出成本比最初计划的要低。他能做的最好的动作是什么？

A. 等到他关闭此组件，然后他可以要求为节省的预算提供奖励
B. 向项目集发起人提供机会，以获得项目集后期将获得的其他产品
C. 在风险登记册上为额外的资金打开机会
D. 等到他结束这一组件，然后他可以使用预算来帮助其他预算不足的组件

关联: B: 52

# 130. An effective program governance structure is a key element of success for any program. What is NOT an element of an effective governance structure?

A. Responsibilities and accountabilities are clearly defined
B. Program governance is consistent with the organizational governance requirements
C. Strategic alignment is realized and benefits are delivered
D. All component issues are resolved at component level

有效的项目集治理结构是任何项目集成功的关键要素。什么不是有效治理结构的要素？

A. 明确规定了职责和责任
B. 项目集治理与组织治理要求一致
C. 实现战略一致性并实现收益
D. 所有组件问题均在组件级别解决

# 131. The new chief executive officer (CEO) reorganizes the company to align with the organization’s strategic plans. Historically, software development projects were prioritized based on the needs of the most vocal clients, but the new CEO wants to establish a new program to organize software development projects around the organization’s strategic plans. Before a program manager can proceed through the next phase gate review,what must be done?

A. Present the new program to the organization’s governance authorities and evaluate the organization’s ability to deliver the benefits of the program.
B. Request the authorization from the organization’s governance authorities to proceed with the program.
C. Define the communication tools required by the organization’s governance authorities.
D. Establish alliances between departments and organizations that support the program’s strategic plans.

新的首席执行官 (CEO) 重组公司，以符合公司的战略计划。从历史上看，软件开发项目是根据最有发言权的客户的需求确定优先级的，但新的首席执行官希望建立新的项目集，围绕组织的战略计划组织软件开发项目。在项目集经理进行下一阶段的评审之前，必须做什么？

A. 向组织的管理当局介绍新项目集，并评估组织实现项目集的收益的能力
B. 请求组织管理当局的授权以继续实施该项目集
C. 定义组织治理机构所需的沟通工具
D. 在支持项目集的战略计划的部门和组织之间建立联盟

领域、任务、知识和技能-任务5

# 132. In a transformational program, all projects are on track and delivering their objectives. However, stakeholders are hesitant to take on the new processes because performance in the current environment may not be representative of actual performance. Stakeholders fear that the program will fail to provide the service required. To assure positive performance in the current environment, the program manager should do which of the following?

A. Ensure the new processes will perform better than the current processes.
B. Ask the program steering committee to endorse the new processes and current program schedule and deliverables.
C. Meet with stakeholders to ensure they understand that the expectations for the new processes are superior to the current processes.
D. Discuss concerns with stakeholders and mitigate them by changing the processes that will be delivered

在转型项目集中，所有项目都在轨道上并实现其目标。然而，利益相关者对采用新流程犹豫不决，因为当前环境中的绩效可能不能代表实际绩效。利益相关者担心项目集无法提供所需的服务。为了确保在当前环境中的积极表现，项目集经理应执行以下哪一项？

A. 确保新流程比当前流程执行得更好
B. 要求项目集指导委员会批准新流程、当前项目集进度和可交付成果
C. 与利益相关者会面，确保他们了解新流程的期望优于当前流程
D. 与利益相关者讨论问题，并通过变更将要交付的流程来缓解这些问题

# 133. Stakeholders make ad-hoc request on a routine basis. This cause duplicate of reporting and communication gaps that affect the program performance. To resolve this situation, which of the following must go through critical review and change?

A. Program benefits management domain
B. Stakeholder communication requirements
C. Program communication report
D. Program communication management plan

利益相关者定期提出无计划性的请求。这会导致重复的报告和沟通差距，从而影响项目集绩效。要解决这种情况，以下哪一项必须经过严格评审和变更？

A. 项目集收益管理领域
B. 利益相关者沟通要求
C. 项目集沟通报告
D. 项目集沟通管理计划

# 134. The benefits of a program is determined. And the program is going well. During the course of the program, new stakeholders are added, and these new stakeholders have new expectations. You as a program manager, how do you do?

A. Align program benefits with stakeholders expectation
B. Align stakeholders expectation with program benefits
C. Present the benefit management plan to the stakeholders
D. Report to sponsor

项目集的收益是确定的。项目集进展顺利。在项目集过程中，新增了新的利益相关者，这些新的利益相关者有了新的期望。你作为项目集经理，你怎么做？

A. 使项目集收益与利益相关者的期望保持一致
B. 使利益相关者的期望与项目集收益相一致
C. 向利益相关者介绍收益管理计划
D. 向发起人报告

利益相关者管理-任务3

# 135. A component project of a multi-year program delivers all expected products and services as anticipated. The component project manager obtains approvals from the stakeholders and transitions the benefits to operations. What should the program manager do next?

A. Reassign the component project manager to another component project or activity
B. Verify that the benefits were delivered and authorize component project closure
C. Conduct a program audit to confirm that the component project is complete
D. Keep the component project open until the program benefits are realized

持续多年项目集的一个组件项目按预期提供所有预期的产品和服务。组件项目经理获得利益相关者的批准，并将收益转化为运营。项目集经理接下来应该做什么？

A. 将组件项目经理重新指派给另一个组件项目或活动
B. 核实收益是否已实现，并授权组件项目收尾
C. 进行项目集审计，以确认组件项目已完成
D. 保持组件项目的开放性，直到实现项目集收益

# 136. As a program manager for a new curricula of training products, you will need to work with numerous divisions within your company. And you have established the governance model. A new member has just participate the governance board. Unfortunately this new governance board member don’t understand his role and responsibility. You as a program manager,how do you do?

A. Training this new governance member
B. Interview with the governance member
C. Review program governance plan
D. Ask the governance member to learn program management knowledge

作为新课程培训产品的项目集经理，你需要与公司内的多个部门合作。你已经建立了治理模型。一名新成员刚刚加入治理委员会。不幸的是，这位新的治理委员会成员不了解自己的角色和责任。你作为项目集经理，你怎么做？

A. 培训这位新的治理成员
B. 与治理成员面谈
C. 评审项目集治理计划
D. 要求治理成员学习项目集管理知识

# 137. The program comprised of 3 components and one of which has delivered the benefits to organization, but that was not alignment with strategy goals and also generated influences to other components to be proceeded, what should the program manager do next?

A. The program manager ask the project to evaluate the project that has impacted the other components.
B. The program manager will assess the project and evaluate the impacts to overall benefits.
C. The project manager will escalate the issue to governance board.
D. The program manager will do nothing and continue to monitoring the program.

项目集由 3 个组件项目组成，其中一个组件组织带来了收益，但这与战略目标不一致，也对要进行的其他部分产生了影响，项目集经理接下来应该做什么？

A. 项目集经理要求项目评估对其他组件项目的影响
B. 项目集经理将评估项目并评估对总体收益的影响
C. 项目集经理将问题上报给治理委员会
D. 项目集经理将什么都不做，继续监控项目集

# 138. Which of the following four communication channels will the program manager need to manage?

A. External vendors, program sponsors, component managers, and project team members.
B. Stakeholders,steering committees, sponsors, and executive management.
C. Project managers, program sponsors,clients, and project team members.
D. Clients, program sponsors, steering committee, and component managers.

项目集经理需要管理以下四个沟通渠道中的哪一个？

A. 外部供应商、项目集发起人、组件经理和项目团队成员
B. 利益相关者、指导委员会、发起人和执行管理层
C. 项目经理、项目集发起人、客户和项目团队成员
D. 客户、项目集发起人、指导委员会和组件经理

# 139. A program delivers incremental benefits, but is far from closure. The company completes an acquisition and defines new strategic objectives. What should the program manager do next?

A. Evaluate the impact of the new strategic objectives through a change request.
B. Integrate the new acquisition into the program to include the new strategic objectives.
C. Assess the impact of new acquisition on the contract management plan.
D. Review the benefits management plan to assess the continued validity of the program.

项目集交付了增量收益，但远未结束。公司完成收购并确定新的战略目标。项目集经理接下来应该做什么？

A. 通过变更请求评估新战略目标的影响
B. 将新收购整合到项目集中，以包括新的战略目标
C. 评估新收购对合同管理计划的影响
D. 评审收益管理计划，以评估项目集的持续有效性

# 140. A change has recently been approved for Mike’s program. Mike has updated the program scope to reflect the change, but what must be updated next?

A. Integrated change control
B. Earned value management
C. Program contract
D. Program work breakdown structure

迈克的项目集最近得到了批准。Mike 已经更新了项目集范围以反映变更，但接下来必须更新什么？

A. 综合变更控制
B. 挣值管理
C. 项目集合同
D. 项目集工作分解结构

A. Program charter
B. Stakeholder register
C. Stakeholder engagement plan
D. Program communication management plan

因一事件，发起人要求项目集经理指派一名项目团队成员与供应商沟量、要完成此任务，请参考哪个文档？

A. 项目集章程
B. 利益相关者登记册
C. 利益相关者争取计划
D. 项目集沟通管理计划

# 142. A large program consists of several components projects and six projects managers. The program governance board requests that all components within the program undergo user acceptance testing before being released to the production environment. Where should the program manager document this?

A. Program governance plan
B. Program requirements
C. Component test plan and test cases
D. Program quality plan

大型项目集由几个组件项目和六个项目经理组成。项目集治理委员会要求项目集中的所有组件在发布到生产环境之前都要经过用户验收测试。项目集经理应该在哪里记录这一点？

A. 项目集治理计划
B. 项目集需求
C. 组件测试计划和测试用例
D. 项目集质量计划

A. Secure additional approvals from senior stakeholders.
B. Assign a new project manager to own the delivery of the new project.
C. Redefine the priorities of the existing program components to ensure optimal resource allocation and management of inter-dependencies.
D. Discontinue one of the existing program components, and reallocate all of that components resources to the newly approved project.

项目集经理正在领导一个项目集，通过引入新的客户关系管理 (CRM) 解决方案来改变组织的销售和客户服务运营。随着项目集的进展，发起人和其他利益相关者对项目集的进度感到满意。销售部门的利益相关者现在请求一个新功能，以将 CRM 平台与另一个应用集成。项目集经理指出，这超出了范围，因为它需要分析和开发，并且是一个单独的项目。然后，项目集经理通过正式的变更管理流程请求额外的资金，并批准新的范围。项目集经理接下来应该做什么？

A. 获得高级利益相关者的额外批准
B. 指派一名新的项目经理负责新项目的交付
C. 重新定义现有项目集的组件项目的优先级，以确保最佳资源分配和相互依赖关系的管理
D. 停止现有项目集的一个组件，并将该组件的所有资源重新分配给新批准的项目

关联: A: 139

# 144. Status information, including program and component status, cost information, risk analysis and other relevant information, is provided in which of the following?

A. Program performance report
B. Communication management plan
C. Communication log updates
D. Information gathering and retrieval system

状态信息，包括项目集和组件的状态、成本信息、风险分析和其他相关信息，在以下哪一项中提供？

A. 项目集绩效报告
B. 沟通管理计划
C. 沟通日志更新
D. 信息收集和检索系统

关联: A: 74; B: 85

A. Deploy a team to develop the program management plan.
B. Develop estimates for scope, resources, and cost.
C. Identify the program management components, and develop the resource management plan.
D. Review and update the benefits management plan and link it to program outcomes

公司首席执行官发布了一项任务，要求将新客户的入职流程自动化，以取代手动和纸质程序。在项目集发起人和项目集经理正式接受项目集章程后，下一步应该做什么？

A. 部署团队制定项目集管理计划
В. 对范围、资源和成本进行评估
C. 确定项目集管理组成部分，并制定资源管理计划
D. 评审和更新收益管理计划，并将其与规划成果联系起来

# 146. When does the program budget baseline will be acknowledged by program team as they are working on program?

A. Program cost estimation
B. Component cost estimation
C. Program cost budgeting
D. Program financial framework

项目集团队在进行项目集时，何时确认项目集预算基线？

A. 项目集成本估算
B. 组件成本估算
C. 项目集成本预算
D. 项目集财务框架

# 147. There is one program where one component project has some delays and the other components project is working well. Which activity below is addressed on benefits?

A. Program performance monitor and control
B. Risk register
C. Program delivery management
D. Program Roadmap

有项目集的其中个组件项目有一些延误，而另一个组件项目进展良好。以下哪项活动的重心是收益？

A. 项目集绩效监控
B. 风险登记册
C. 项目集交付管理
D. 项目集路线图

关联: B: 112

# 148. A hotel chain initiates a program to expand meeting offering to include telecommunications technology and virtual meetings. The program has component projects,each of which requires team members to have different technical skills and expertise. The program manager assembles a team of project managers to lead each of the projects, and learns that the desired resources will not be available at the start of the program. As a result, the program manager must do which of the following?

A. Utilize team members that are currently available, even though they do not have the expertise needed.
B. Assign the tasks on the critical path to the resources available to adhere to the project schedule.
C. Delay the start of the program until the assigned resources are available.
D. Apply resource leveling considering the constraints of time, budget, and quality.

连锁酒店发起了一项项目集，将会议服务扩展到电信技术和虚拟会议。该项目集有多个组件项目，每个项目都需要团队成员具备不同的技术技能和专业知识。项目集经理组建项目经理团队来领导每个项目，并了解到在项目集开始时所需的资源将不可用。因此，项目集经理必须执行以下哪一项？

A. 利用目前可用的团队成员，即使他们不具备所需的专业知识
B. 将关键路径上的任务分配给可用资源，以遵守项目集进度
C. 延迟项目集启动，直到分配的资源可用
D. 考虑到时间、预算和质量的限制，应用资源平衡

生命周期-任务10

# 149. You are the program manager for your organization. When a project in your program is completed, who will need to sign the certificate of completion?

A. The project manager
B. The program customer
C. The program stakeholders
D. The project management team

你是组织的项目集经理。你的项目集中的项目完成后，谁需要签署完工证书？

A. 项目经理
B. 项目集客户
C. 项目集利益相关者
D. 项目管理团队

# 150. You only want to understand what the planned benefits of the program are, regardless of when they may occur. Which DOCUMENT should you read in order to answer that question?

A. The benefits management plan
B. The program initiative
C. The benefits register
D. The benefits log

你只想了解项目集的规划收益是什么，而不管它们何时可能发生。为了回答这个问题，你应该阅读哪个文档？

A. 收益管理计划
B. 项目集倡议
C. 收益登记册
D. 收益日志

# 151. A program in a matrix organization includes subprojects for specific required technologies. The program manager assembles a team of project managers to lead each of the component projects. Each component project requires unique technical skills and expertise. To ensure that there are no budget overruns, the program manager leverages the existing time reporting process. What is a critical component of the Program Schedule Management Process?

A. A list of all the projects that team members are working on
B. Activity or component start and finish dates, as well as intermediate milestones
C. Time management training programs for all team members, as well as the project managers
D. Skill levels of the various project team members, as well as the project managers

矩阵组织中的项目集包括特定所需技术的子项目。项目集经理组建项目经理团队来领导每个组成项目。每个组件项目都需要独特的技术技能和专业知识。为了确保没有预算超支，项目集经理利用现有的时间报告流程。项目集进度管理流程的关键组成部分是什么？

A. 团队成员正在进行的所有项目的清单
B. 活动或组件的开始和结束日期，以及中间里程碑
C. 所有团队成员以及项目项目经理的时间管理培训计划
D. 各个项目团队成员以及项目经理的技能水平

关联: B: 168

# 152. Program manager A is hiring summer interns. Program manager B wishes to hire her daughter to work as a summer intern on A program. To avoid the appearance of a conflict of interest, program manager B requests program manager A post an open position within program A to hire an intern. What should program manager A do?

A. Inform the program manager in program B that it is unethical to post the position.
B. Document the appearance of the conflict of interest and request approval to proceed from executive sponsors.
C. Agree to post an open position in program A, and ask program B to provide funding and scope for the intern.
D. Combine program A and program B’s objectives to ensure compliance in both scope and budget.

项目集经理 A 正在招聘暑期实习生。项目集经理 B 希望雇佣她的女儿在 A 项目集担任暑期实习生。为了避免出现利益冲突，项目集经理 B 要求项目集经理 A 在项目集 A 中发布一个空缺职位，以雇佣实习生。项目集经理 A 应该做什么？

A. 告知项目集 B 中的项目集经理发布该职位是不道德的
B. 记录利益冲突的出现，并请求执行发起人批准
C. 同意在项目集 A 中发布一个空缺职位，并要求项目集 B 为实习生提供资金和范围
D. 将项目集 A 和项目集 B 的目标结合起来，以确保在范围和预算方面的合规性

# 153. Company A is going to merge company B. Which file below can ensure the infrastructure program’s alignment with company strategic objectives?

A. Benefits management plan
B. Resource management plan
C. Risk management plan
D. Business case

A 公司将合并 B 公司。以下哪个文件可以确保基础设施项目集与公司战略目标保持一致？

A. 收益管理计划
B. 资源管理计划
C. 风险管理计划
D. 业务论证

# 154. Throughout which program phase, the program components are planned?

A. Program delivery phase
B. Program definition phase
C. Program initiation phase
D. Program formulation phase

在整个项目集的哪个阶段，规划了项目集的组件：

A. 项目集交付阶段
B. 项目集定义阶段
C. 项目集启动阶段
D. 项目集构建阶段

# 155. Company A acquires company B, which leads to a two-year program to integrate the processes and systems. Company B uses a different project management process, and the company’s staff is unhappy about the acquisition. As a result, company B’s project team fails to provide status and cost data in a format that conforms to the program standards. What should the program manager do first?

A. Inform the stakeholders of this issue as soon as possible
B. Change the program standards, aligning them with the project standards
C. Work with the reports provided to extract the required information
D. Remind the project manager of the relevant program standards

A 公司收购了 B 公司，这导致了为期两年的项目集，以整合流程和系统。B 公司采用了不同的项目管理流程，公司员工对此次收购感到不满。因此，B 公司的项目团队未能以符合项目集标准的格式提供状态和成本数据。项目集经理首先应该做什么？

A. 尽快将此问题告知利益相关者
B. 变更项目集标准，使其与项目标准保持一致
C. 利用提供的报告提取所需信息
D. 提醒项目经理相关项目集标准

A. Define a high-level roadmap of milestones and schedule, supported by a preliminary estimate.
B. Develop a baseline for the program, including schedule and cost profiles.
C. Write the program charter, including mission statement and stakeholder management plan.
D. Identify the anticipated benefits for the program, and document them in the benefits management plan.

项目集经理在新太空飞行器的战略规划期间加入团队。项目集经理应如何从项目集发起人处获得初始验证和批准？

A. 定义提供了初步估算的里程碑和时间表的高阶路线图
B. 制定项目集的基线，包括进度和成本概况
C. 编写项目集章程，包括使命陈述和利益相关者管理计划
D. 识别项目集的预期收益，并将其记录在收益管理计划中

# 157. Joan is the program manager for her organization. Management has asked her to create a centralized reporting system to capture information on program work, risks, changes, benefits management, and other aspects of the program. What solution can Joan implement to capture, communicate, and record the information management wants?

A. Program management information system
B. Program management integrated change control
C. Change control systems
D. Program management plan execution

琼是她的组织的项目集经理。管理层要求她创建集中的报告系统，以获取有关项目集工作、风险、变更、收益管理和项目集其他方面的信息。琼可以实施什么解决方案来捕获、沟通和记录信息管理所需的信息？

A. 项目集管理信息系统
B. 项目集管理综合变更控制
C. 变更控制系统
D. 项目集管理计划执行

# 158. Company A contracts with a consulting firm to manage a software conversion. Company A completes a request for proposal selecting a solution that supports the operations of its parents company and a subsidiary. However, the conversion process reveals that several business areas within company A have conflict ideas. The Program manager should do which of the following next to ensure the success of the program:

A. Engage Key stakeholder and functional manager whom to negotiate to build the core team.
B. Identify steering committee member who have power to determine the direction of the program.
C. Select the core team and request upper management approval.
D. Solicit the steering committee member to communicate the objective of the program.

A 公司与一家咨询公司签订了管理软件转换的合同。A 公司完成建议邀请书，选择一个支持其母公司和子公司运营的解决方案。然而，转换过程显示，A 公司内部的几个业务领域有冲突的想法。项目集经理应执行以下哪一项，以确保项目集成功：

A. 争取关键利益相关者和职能经理协商一致，以建立核心团队
В. 识别有权决定项目集方向的指导委员会成员
C. 选择核心团队并请求上级管理层批准
D. 请指导委员会成员沟通项目集目标

# 159. At the beginning of the second year of a five-year strategic cycle, the program management team attends a checkpoint session to review the state of the company’ s strategy. During the previous year, the company needed to comply with new government regulations that impacted this strategy. Based on this information, what should the program manager do?

A. Update the program management, benefits management, and risk management plans,and modify priorities and interdependencies
B. Meet with stakeholders, and modify the program roadmap to comply with the new regulations and ensure strategic alignment.
C. Obtain stakeholder approval to stop or postpone programs that fail to comply with the new regulations, and modify the program roadmaps
D. Review resource capacity and capability, program priorities, and interdependencies, and create a change request to modify the program roadmap to ensure strategic alignment

在五年战略周期的第二年开始时，项目集管理团队参加检查点会议，评审公司战略的状态。在前一年，该公司需要遵守影响这一战略的新政府法规。根据这些信息，项目集经理应该怎么做？

A. 更新项目集管理、收益管理和风险管理计划，并修改优先级和相互依赖性
B. 与利益相关者会面。修改项目集路线图，以符合新法规并确保战略一致
C. 获得利益相关者的批准，停止或推退不符合新规定的项目，并修改项目集路线图
D. 评审资源容量和能力、项目集优先级和相互依赖性，并创建变更请求以修改项目集路线图，以确保战略一致性

A. Ask each project manager to consolidate and file all program documentation in the corporate archives.
B. Obtain all project manager’s contact information, and then have them reassigned back to their functional managers.
C. Ask the program’s business analyst to collect all project information and create a report.
D. Ensure that all program documents, including lessons learned, are archived in the knowledge repository.

一家小型区域公用事业公司收尾了客户奖励项目集，并将其转变为运营。执行发起人和项目集经理关注对收益实现的影响。项目集经理向执行发起人保证，下一阶段将包括任何纠正措施。项目集经理应如何确保成功过渡？

A. 要求每个项目经理将所有项目文件合并并归档到公司档案中
B. 获取所有项目经理的联系信息，然后将其重新分配给职能经理
C. 要求项目集的业务分析师收集所有项目信息并创建报告
D. 确保所有项目集文件，包括经验教训，都存档在知识库中

# 161. In which subphase the program manager is assigned?

A. Definition
B. Formulation
C. Preparation
D. Initiation

在哪个子阶段指派项目集经理？

A. 定义
B. 构建
C. 准备
D. 启动

# 162. A program manager for the construction of a ship reviews the program management plan with a shipyard representative. The shipyard representative indicates that while 65 percent progress was anticipated, only 60 percent has been achieved. What should the program manager do to ensure benefits realization?

A. Conduct a program performance analysis based upon the deviation, and update the program business case to reflect the schedule delay.
B. Inform the program sponsor and the steering committee of the delay, and validate the program business case.
C. Analyze the impact of the delay, review risks identify any corrective actions, and update the benefits management plan.
D. Update the program schedule, and escalate the issue to the program management office (PMO) to accelerate shipyard work.

船舶建造项目集经理与造船厂代表一起评审项目集管理计划。造船厂代表表示，虽然预计会取得 65% 的进展，但实际只完成了 60% 的进展。项目集经理应该做什么来确保收益实现？

A. 根据偏差进行项目集绩效分析，并更新项目集业务论证以反映进度延迟
B. 将延误通知项目集发起人和指导委员会，并验证项目集业务论证
C. 分析延误的影响，评审风险，确定任何纠正措施，并更新收益管理计划
D. 更新项目集进度表，并将问题上报给项目集管理办公室 (PMO), 以加快造船厂的工作

# 163. A new program is comprised of four component projects. The program manager must assign project managers to each of the four projects. There are eight potential project managers to consider. What should the program manager do before assigning the project managers?

A. Determine budgetary constraints related to the project managers’ salaries
B. Request performance feedback from the project managers’ line managers
C. Evaluate the project managers’ skills and match them to the needs of the projects
D. Interview each project manager to determine their career aspirations

新项目集由四个组件项目组成。项目集经理必须为四个项目中的每一个项目指派项目经理。有八位潜在的项目经理需要考虑。在指派项目经理之前，项目集经理应该做什么？

A. 确定与项目经理工资相关的预算制约因素
B. 要求项目经理的直线经理提供绩效反馈
C. 评估项目经理的技能，并将其与项目需求相匹配
D. 面试每个项目经理，确定他们的职业抱负

# 164. Planned risk responses should be continuously monitored for new and changing risks. You are now monitoring trigger conditions. What are you doing?

A. Risk analysis
B. Risk identification
C. Risk response planning
D. Risk monitoring and control

应持续监测项目集中的风险应对措施，以发现新的和不断变化的风险。你现在正在监视触发条件。你在做什么？

A. 风险分析
B. 风险识别
C. 风险应对规划
D. 风险监控

# 165. Planned risk responses should be continuously monitored for new and changing risks. You are now evaluating the effectiveness of risk responses, what are you doing?

A. Risk analysis
B. Risk identification
C. Risk response planning
D. Risk monitoring and control

应持续监测项目集中的风险应对措施，以发现新的和不断变化的风险。你现在正在评估风险应对的有效性，你在做什么？

A. 风险分析
B. 风险识别
C. 风险应对规划
D. 风险监控

# 166. Program manager B leaves the program and program manager A takes over the program responsibilities. Program manager A wants to ensure that all expected benefits of the program are realized. What is used to assess the program cost/benefit justification?

A. Program charter
B. Benefits management plan
C. Program business case
D. Program scope statement

项目集经理 B 离开项目集，项目集经理 A 接管项目集责任。项目集经理 A 希望确保实现项目集的所有预期收益。用什么来评估项目集成本收益合理性？

A. 项目集章程
B. 收益管理计划
C. 项目集业务论证
D. 项目集范围说明书

# 167. Several issues are identified on one component project in a program. During a meeting with that component’s project manager, the program manager offers several suggested resolutions. Two weeks later, they meet again to review progress. The project manager had reviewed the issues and suggested resolutions, but delayed a decision. This two-week delay in taking action caused delays in the project schedule. What should the program manager do?

A. Join project-level issue resolution meetings to accelerate the decision-making process.
B. Initiate discussions with the program governance board about assigning a more experienced project manager to the project.
C. Emphasize that the project manager needs to address the issues and follow up at the next scheduled meeting.
D. Develop an immediate corrective action plan with the project manager and coach them on decision-making responsibilities.

在项目集的一个组件项目中发现了几个问题。在与该组件的项目经理会面时，项目集经理提出了几个建议解决方案。两周后，他们再次开会评审进展。项目经理审查了问题并提出了解决方案，但推迟了决策。这两周的行动延误导致了项目进度的延误。项目集经理应该做什么？

A. 参加项目集问题解决会议，以加快决策过程
B. 启动与项目集治理委员会就指派一名更有经验的项目经理的讨论
C. 强调项目经理需要解决问题，并在下一次预定会议上跟进
D. 与项目经理一起制定立即纠正措施计划，并就决策责任对他们进行培训

生命周期-任务12
生命周期-任务27
生命周期-任务19

# 168. An organization must accelerate a product to market. The program manager completes the preliminary program steps and holds a kick-off meeting. Project managers submit their preliminary schedules for review. What should the program manager do next?

A. Assign resources to the schedule and report the revised delivery date to the project managers.
B. Work with the project managers to refine the project schedules and deliverables to align with the program milestones.
C. Revise the project schedules to meet the program schedule and communicate to stakeholders.
D. Integrate the project schedules into the program schedule and report the revised delivery date to the project managers.

组织必须加快产品推向市场。项目集经理完成初步的项目集时间表步骤并召开启动会议。项目经理也提交了他们的时间表以便进行评审。项目集经理接下来应该做什么？

A. 为时间表分配资源，并向项目经理报告修改后的交付日期
B. 与项目经理合作，完善项目时间表和交付成果，以符合项目集里程碑
C. 修改项目时间表，以满足项目集时间表并与利益相关者沟通
D. 将项目时间表整合到项目集时间表中，并向项目经理报告修改后的交付日期

关联: B: 151

# 169. Near the completion of a transformation program, the operations manager is concerned that their department failed to be notified in advance of the new service being transitioned into operations. They claim that their department did not approve this service, and is now unprepared and untrained to support the transformation. What should the program manager have done first to prevent this?

A. Added the operations manager as a key stakeholder
B. Created a transition plan during the planning phase for the impacted operational area
C. Ensured there was a communications management plan that included the transition to operations
D. Drafted a training plan with assistance from the program management office (PMO) or human resource department before transitioning it to operations

在转型项目集即将完成时，运营经理担心他们的部门未能在新服务过渡到运营之前得到通知。他们声称，他们的部门没有批准这项服务，现在没有做好准备，也没有经过培训来支持这项转型。为了防止这种情况，项目集经理应该首先做什么？

A. 增加运营经理作为关键利益相关者
B. 在规划阶段为受影响的运营区域制定过渡计划
C. 确保有包括向运营过渡的沟通管理计划
D. 在项目集管理办公室 (PMO) 或人力资源部门的协助下起草培训计划，然后将其转变为运营

# 170. At the start of the program, to assure a common understanding of program scope among all stakeholders for program success, which document provides an understanding of the program scope?

A. Program scope statement
B. Benefits management plan.
C. Program scope management plan
D. Program charter.

在项目集开始时，为了确保所有利益相关者对项目集范围的共同理解，以确保项目集成功，哪个文件提供了项目集范围的理解？

A. 项目集范围说明书
B. 收益管理计划
C. 项目集范围管理计划
D. 项目集章程

# 拓展

# 1. A program manager prepares the program for review to secure funding by senior management. Which of the following must the program manager identify when creating the program charter?

A. Milestone dates, budget, and staff details that support it
B. Assumptions incorporated into the benefits management plan
C. Process within the organization that will be needed to deliver the product
D. Key decision makers or stakeholders in the program and their expectations and interests

项目集经理准备项目集以供评审，以获得高级管理层的资金。在创建项目集章程时，项目集经理必须确定以下哪一项？

A. 支持项目集的里程碑日期，预算，以及员工细节
B. 纳入收益管理计划的假设
C. 组织内交付产品所需的流程
D. 项目集中的关键决策者或利益相关者及其期望和兴趣

# 2. An R&D group director approves a major program’s charter. Although the director has a high level of understanding of the program’s scope, they are unsure of how the program manager can be successful in delivering the program’s commitments. What should the program manager do to align stakeholders with planning and monitoring the program’s progress?

A. Establish high-level program milestones
B. Develop an accountability matrix, and assign program roles and responsibilities
C. Generate a supplier management plan to identify external stakeholders
D. Create a communications management plan, and establish reporting formats

研发小组负责人批准重大项目集的章程。尽管总监对项目集的范围有高阶理解，但他们不确定项目集经理如何能够成功履行项目集承诺。项目集经理应采取什么措施使利益相关者与规划和监控项目集进度保持一致？

A. 建立高阶的项目集里程碑
B. 制定责任矩阵，并分配项目集角色和职责
C. 制定供应商管理计划以确定外部利益相关者
D. 创建沟通管理计划，并建立报告格

A. Suggest that the country manager use the existing communication channels while the team becomes familiar with the new social media platform.
B. Ask the country manager to champion the social media platform, as they may have more influence than the regional program manager.
C. Review existing in-house social media capabilities to determine if they will meet the needs of the country manager’s request, and update the stakeholder register.
D. Ask the technology, security, and project teams to assess the country manager’s request.

新任命的地区经理建议地区项目集经理使用社交媒体平台来加快沟通并解决问题。这位新的地区经理在之前的工作中使用了这个社交媒体平台。区域项目集经理应如何满足国家经理的要求？

A. 建议地区经理在团队熟悉新的社交媒体平台时使用现有的沟通渠道
B. 请地区经理支持社交媒体平台；因为他们可能比地区项目经理更有影响力
C. 审查现有的内部社交媒体能力，以确定它们是否能够满足地区经理的要求，并更新利益相关者登记册
D. 请技术、安全和项目团队评估地区经理的要求

# 4. A two-year program is coming to an end. Many of the initial governance board members have moved from their current posts or left the company. Several new members have joined, but have a short association with the program, which changes the board’s expectations and focus. During the final phase gate review, some board members are uncertain of their roles and expectations in the process. How should the program manager handle this situation?

A. Review the final program outcome with the program sponsor
B. Prepare a program change request utilizing new board member input
C. Review the strategic plan and benefits management plan with the board
D. Present the final program status, costs, and schedule reports

为期两年的项目集即将结束。许多最初的董事会成员都已辞去现任职务或离开公司。一些新成员加入了该项目集，但与该项目集有短暂的联系，这改变了董事会的期望和重点。在最后阶段的阶段关口评审过程中，一些董事会成员不确定自己在过程中的角色和期望。项目集经理应该如何处理这种情况？

A. 与项目集发起人评审最终的项目集成果
B. 利用新的董事会成员输入准备项目集变更请求
C. 与董事会一起审查战略计划和收益管理计划
D. 展示最终项目集状态、成本和进度报告

# 5. A request for proposal (RFP) yields a bid with a better delivery schedule and a lower cost, but originates from a vendor not on the prequalified vendor list. During the final review of the RFPs, the program manager is informed that the new bidder is a relative of the project manager. Although the bid meets all company policies, the program manager is concerned about a conflict of interest. What should the program manager do?

A. Select the best bid from the prequalified vendor list.
B. Accept the bid from the new vendor and document the decision.
C. Advise the sponsor of a possible conflict of interest prior to awarding the bid.
D. Add the new vendor to the prequalified list and replace the project manager.

建议邀请书（RFP）会产生一份具有更好交货时间表和更低成本的标书，但该标书来源于不在合格的供应方清单上的供应商。在 RFP 的最终审查期间，项目集经理被告知新投标人是项目经理的亲属。虽然投标符合公司的所有政策，但项目集经理担心利益冲突。项目集经理应该做什么？

A. 从合格的供应方清单中选择最佳出价
B. 接受新供应商的投标并记录决定
C. 在授标之前，告知发起人可能存在的利益冲突
D. 将新供应商添加到合格的供应方清单中，并替换项目经理

# 6. XYZ Company hires you to make its transitioning procedure more effective in meeting closeout requirements. You review XYZ’s transitioning procedures to eliminate any that do not belong in the close-out phase. Which of the following procedures should you remove?

A. Managing the transition from the “As-Is” state to the “To-Be” or Target State
B. Reviewing the status of benefits with the stakeholders and program sponsor
C. Managing any required transition to operations
D. Documenting lessons learned in the organizational database

XYZ 公司雇佣您，以使其过渡过程更有效地满足收尾要求。您可以查看 XYZ 的过渡程序，以消除任何不属于收尾阶段的过渡过程。您应该删除以下哪个步骤？

A. 管理从 “现状” 状态到 “未来” 状态或目标状态的过渡
B. 与利益相关者和项目集发起人一起评审收益状况
C. 管理任何所需的运营过渡
D. 在组织数据库中记录经验教训

评审收益状况是过渡过程之前进行的活动. 不是过程中的活动

# 7. A regional finance program is impacted by a new currency regulation issued by a country in the region. The new regulation requires changes to the financial statements of that country’s branches by the end of the fiscal year. Failing to comply with the regulation may result in fines and/or closure of the branches. A branch general manager immediately meets with the program manager to select and secure a local fiscal expert to support the regulation, as these types of resources are in high demand. There is a high risk that the changes will not be completed on time if the resource is not secured. What should the program manager do to address the risk？

A. Build a coalition with local companies that can influence the government to renegotiate the imposed deadline.
B. Create fine and closure scenarios to assess the impact on the program and create a contingency plan
C. Generate a delivery incentive contract with the selected fiscal expert to ensure on-time delivery of the revised financial statements.
D. Assess the risk, incorporate it in the program’s risk management plan, and meet with the steering committee.

区域金融项目集受到该地区国家颁布的新货币法规的影响。新规定要求在财政年度结束前修改该国分行的财务报表。不遵守规定可能导致罚款和 / 或关闭分支机构。分支机构总经理立即与项目集经理会面，选择并确保当地财政专家支持监管，因为这类资源需求量很大。如果资源得不到保护，则很有可能无法按时完成更改。项目集经理应如何应对风险？

A. 与当地公司建立联盟，可以影响政府重新谈判规定的期限。
B. 创建精细场景和结束场景，以评估对项目集的影响，并创建应急计划
C. 与选定的财务专家签订交付奖励合同，以确保及时交付修订后的财务报
D. 评估风险，将其纳入项目集风险管理计划，并与指导委员会会面

A. Justification, benefits management plan, scope, and resources needed
B. Justification, benefits strategy, scope, and resource management plan
C. Justification, outcomes, scope, and stakeholder consigerations
D. Justification, benefits management plan, program business case, and stakeholder considerations

在公司的高级管理层会议之后，首席执行官发布了一项指令，要求自动化新客户的入职流程，从而有效地消除了当前的手动纸面流程。指定的项目集发起人选择项目集经理。项目集发起人和项目集经理必须确保项目集章程包含以下哪一项？

A. 正当理由、收益管理计划、范围和所需资源
B. 正当理由，收益策略，范围以及资源管理计划
C. 正当理由，成果，范围，以及利益相关者考虑事项
D. 正当理由，收益管理计划，项目集业务论证，以及利益相关者考虑事项

项目集章程的关键要素: 正当理由, 愿景, 战略一致性, 收益(成果), 范围, 收益策略, 假设和约束, 组件, 风险和问题, 时间线, 所需资源, 利益相关者考虑事项, 项目集治理

# 9. A program manager learns that their company’s organizational strategy has changed. The change impacts one component project of program, misaligning it with both the program objectives and the new organizational strategy. This component project, however, is almost 90 percent complete. What should the program manager do next?

A. Immediately submit a component project closure request to the program sponsor so resources can be reallocated to strategically aligned component projects.
B. Assess the impact of closure on other component projects, and generate a recommendation for submission to the program governance board.
C. Recommend that the component project manager complete work activity to deliver benefit to the organization.
D. Update the benefits management plan to reflect the impact of the change on the program and its intended benefits.

项目集经理得知公司的组织战略发生了变化。变更影响了项目集的一个组件，使其与项目集目标和新的组织战略不一致。然而，这个组件项目几乎完成了 90%。项目集经理接下来应该做什么？

A. 立即向项目集发起人提交组件项目关闭请求，以便将资源重新分配给战略一致的组件项目
B. 评估关闭对其他组件项目的影响，并提出建议提交给项目集治理委员会
C. 建议组件项目经理完成工作活动，为组织带来收益
D. 更新收益管理计划，以反映变更对项目集及其预期收益的影响

组织战略发生变化，原本的一些收益可能和新战略不再对齐. 这时要看一下收益管理计划，通过修改来和新战略对齐

# 10. There is one component project under your program that need to perform part of its work by outsourcing. The company request to select the supplier in its qualified supplier list normally. However, a vendor who is not in the qualified supplier list can provide the lowest price than other suppliers based on bidding result, which can heavily reduce the cost of this roject and your program. Later, you found that the project manager had interest conflict with this vendor, what should you do?

A. Decide to use this vendor but change the project manager.
B. Decide to use this vendor but monitor the procurement process with serious criteria.
C. Choose the vendor who provided the lowest price in the qualified supplier list.
D. Develop this vendor to be a qualified supplier by assessment process of sourcing.

您的项目集中有一个组件项目需要通过外包完成部分工作。公司通常要求在其合格供应商清单中选择供应商。然而，不在合格供应商清单中的供应商可以根据投标结果提供比其他供应商更低的价格，这可以大大降低本项目和您的项目集的成本。后来，你发现项目经理与这个供应商有利益冲突，你该怎么办？

A. 决定使用此供应商，但更换项目经理
B. 决定使用该供应商，但要严格监控采购过程
C. 选择合格供应商清单中提供最低价格的供应商
D. 通过采购评估流程，将该供应商培养为合格供应商

</font>

プログラム

# A 卷

# 4. What does Portfolio’s collection of work differ from Program’s collection of work?

# 5. How does Portfolio’s collect of work differ from that of Program’s collect of work?

# 6. A financial service company evaluates feasibility of transferring internal processing system to the outsourced system. In addition to identifying Key Performance Indicators(KPIs), the program manager should also do which of the following?

# 7. There are four projects in a program. According to following information, which project will be selected based on revenue and on cost at the next phase-gate review meeting?

# 8. A program manager has been assigned to a program that has received approval of the program charter and for which a stakeholder register has been prepared. During stakeholder engagement planning, the program manager should consider which of the following stakeholders aspects?

# 9. A program manager is concerned that a program will be unable to achieve its intended benefits. How should the program manager handle this concern?

# 10. What is the most important artifact created during the program planning subphase?

# 11. To ensure the program outcomes meet stakeholders expectations, the program manager delivers the appropriate program plans by using identified tools and audits. The program manager should do which of the following?

# 13. A program includes the development and shipping of 12 million product units over the next year. However, one program supplier has a history of overestimating its planned volume, which puts the product launch at risk. What should the program manager do to monitor and control the supplier?

# 14. To create market advantage, the sponsor requested accelerating the completion of key components based on a newly improved system component. The program manager is concerned that the delivery schedule and cost of the program might be impacted by this. What should the program manager do?

# 15. What would prevent a program manager from completing program closure once a program has been completed?

# 16. In program delivery phase, you received an email from CEO asking for accelerating the program delivery to catch a market window, that will have impact on three component projects A,B,C to meet the market change. What should you do in next step?

# 18. A program manager is considering a procurement from supplier for an online processing management system. In order to determine the best fit of solutions and services to meet the specific needs of the program, what’s the better selection of the following?

# 22. A program manager joins a team during its preparation phase. What should the program manager do to obtain formal sponsor approval to begin the benefits delivery phase?

# 23. The program manager developed and established the program financial framework during the program definition phase, after that the program manager received a new requirement from one of the funding source. What should program manager do in the next step for updating document in following?

# 24. A program with objectives that impact a large segment of the population receives negative commentary from organizations representing the public interest. What action should the program manager take first?

# 25. A large program which impact a great number of population. During the benefits delivery phase, the program received an opposed opinion from a public community which represents the local community, what should the program manager do to deal with the situation?

# 30. During program execution, a program manager receives feedback from an executive sponsor that some program stakeholders may not understand the intended benefits of the program. Which will provide the greatest value to clarify stakeholder perceptions?

# 31. Portfolio manager proposes a new product that is expected to be initiated. The program business case shows that the new program meets the portfolio ROI and NPV targets. What is the next document the program manager should develop?

# 32. A company wants to perform a preliminary stakeholder analysis to assess a new program’s support. What should the program manager develop?

# 33. There are many types and characteristics of PMO in practice. But what is a COMMON characteristic of all program PMOs?

# 34. A portfolio select committee launched an initiative in the results of planning, which cost of ＄50M, and ROI 10% about ＄10M, first part investment ＄10M,with 15% threshold. The program is approved, what does program manager do next?

# 35. Programs may be undertaken for a number of reasons. What is the PRIMARY objective of any program?

# 37. During program execution, how does a program manager ensure that benefits are being realization as accordance with program governance?

# 39. There are four projects in a program. According to following information, which project will be canceled based on ROI at the next phase-gate review meeting?

# 40. Macro is suffering from low participation from the stakeholder in his program. He wants to identify potential risks cause by a lack of participation from stakeholders. What should he do?

# 42. There are four projects in a program. According to following information, which project will be selected based on ROI at the next phase-gate review meeting?

# 43. When should the program manager approve the closure of the component project?

# 44. You are a program manager attending a governance board meeting and presenting slides in order to pass a gate review. What is the MOST likely document to be reviewed in such a meeting?

# 45. A component is scheduled to close at the end of the week. What should the program manager verify prior to allowing the component to close?

# 46. Which of the following plans may have updates to reflect the needs of the program sponsor and the funding organization’s representatives with regard to financial arrangements?

# 48. Which of the following will provide the greatest value to clarify stakeholder perceptions?

# 49. Assume that your organization is specialized in producing and exporting specific good and services efficiently and a lower opportunity cost than other companies. This is an example of:

# 50. The program have several projects. One of the project team member complaint that he can not balance the work from the project manager and the function manager. Which one have responsibility for the coordinate work?

# 51. You are manage a program, one of new member complaints to the project manager about the conflicted directions from the program manager and the functional manager. Who is responsible for resolving the conflict regarding the work to be performed?

# 55. An organization whose personnel are the most directly involved in doing the work of the program (portfolio, project) is called:

# 56. The project team member complaint that he can not balance the project manager’s order from the program manager and the function manager. Which one have responsibility for the coordinate work?

# 57. Who is responsible to ensure alignment of individual component plans with the program’s goals and intended benefits in support of the achievement of the organization’s strategy?

# 58. A large automaker begins a program to create the next-generation car. As the program team is composed, key stakeholders are identified. Key stakeholders for the program should include which of the following?

# 61. The above performance report shows the earned value (EV) analysis for a program. The program director performs a high-level analysis and must present a summary narrative to the steering committee. What do the current findings show?

# 62. Program manager has identified key stakeholders. The program manager is now preparing to hold a stakeholder meeting. There are 7 stakeholders will take part in. How many communication channels do you have in this program?

# 64. The program manager is responsible for the benefits realization essential for the delivery of the benefits. In addition, all of these related activities should be tracked, evaluated and documented. Which of the following documents describes these activities?

# 68. After an organization initiates a strategic program, several project managers express interest in joining the program team. The program manager’s supervisor recommends a list of project managers to be part of the team. What should the program manager do to select the project managers?

# 69. The president wants to start a complex strategic initiative to change the organization, but does not know the best way to approach, and asks the program manager for guidance. What should the program propose to maximize the chance for success?

# 73. An initiative involves the development of new technology and leverages existing technologies. It is determined critical by the program governance board and the program sponsor that a comprehensive risk management plan be put in place. In what phase is the risk management plan created?

# 74. A program sponsor is concerned about the status of high-priority risks and budget variances. The program manager should refer to which of the following?

# 75. A program manager is identifying and verifying risk as outlined in the risk management plan. The results will be recorded in which of the following?

# 76. What actions are taken in the process of developing and maintaining a program risk register?

# 78. You are not sure about the difference between the benefits management plan and the program roadmap. From the list of below options, what is the BEST answer?

# 80. Program manager concerned that the program is unable to fulfill the benefit goal. What should the program manager do next?

# 81. A program manager has a multiple-project program that is scheduled to be completed by year’s end. During the program delivery phases of the program, several mandatory changes are identified that would extend the program’s completion date. What is the next step for the program manager?

# 82. The Program is consisted of several component projects,and all project are scheduled to completed on the December 31st. A mandatory change happened which would delay the program schedule, what action should the program take to deal the situation?

# 83. A program manager was charged an on-going program. The previous manager make alienated and angry with the clients. The staff don’t compliance with organization policies and have no action in program and program activities. What can program manager do next?

# 84. The risk manager completes risk response planning. The risk manager believes that to effectively address all eventualities, an additional action is required. What should the program manager do next?

# 88. You are the program manager which are defining the program scope. Except studying the program’s scope, and cost are determined early in the program to assess the organization’s ability to execute the program. Another factor is?

# 89. A project manager identifies a risk factor that could negatively impact the environment, after learning of the risk, what should the program manager do?

# 91. A program manager defines a new program with great potential in an organization that has experienced both successes and failures. In preparation for the initiating process, what should the program manager do?

# 93. There are four projects in a program. According to following information, which project will be canceled based on revenue and on cost at the next phase-gate review meeting?

# 96. The program manager wants to ensure that a program contribute to shareholders value. The program manager should verify alignment with which of the following?

# 97. Which of the following serves as a guiding principle for a program manager when preparing a program work breakdown structure?

# 99. A program manger is informed by a component project manager of a project issue that will impact the program schedule. But the project manager’s engineers are confident that they will resolve the issue prior to the project completion. What should the program manager do next?

# 100. In a complex technology initiative, the program manager discovers the expenses are greater than the planned budget. To establish whether this is a major program issue, the program manager should refer to which of the following documents?

# 101. The chief executive officer reminds a program manager that a program must deliver a 30% reduction in customer complaints by the end of the year. Where is this expectation documented?

# 102. A program manager assigns project managers to five component projects and continues to develop program team. Which of the following represents the program manager’s strategy?

# 103. The Program manager found that component deliverable are diversity within the program, What the program manager should do next?

# 104. The program sponsor, whose program includes many, varied stakeholders, requests that the standard status reports be revised to include some confidential updates which are not appropriate for all stakeholders to see. How should the program manager proceed in this situation?

# 107. A company does a new system, the program change management team conduct a training to the employees on the new system, during the meeting, the employee felt too much on the change, and workload will increase, they walkout the room, what program manager do?

# 108. A new program component provides an opportunity to enhance program outcomes. What does the program manager use to document and monitor the opportunity?

# 109. A program is completed and the expected benefits are realized. Before executing the transition and closing of the program, what should the program manager do?

# 110. A program manager is working on benefits. The program team created and updated a benefits register earlier in the program. The benefits register should include which of the following?

# 113. A program stakeholder is concerned about information he received about a project. Who is responsible for reviewing the communications management plan to assure adequate information is provided to the stakeholder?

# 114. During the program execution stage, the component project manager responsible for testing estimates that budgeted hours may exceed 200 hours. What should the program manager do?

# 117. During the execution of a program, some internal stakeholders are waning in their commitment to the program. The program manager has compelling facts identifying the program’s necessity in meeting the company’s goal. What is the next course of action?

# 119. A program manager concurrently implements a software program at four client locations. The client’s objective is to maintain quality while shortening the software implementation timeline. What key elements should be included in the benefits register to achieve this goal?

# 120. The stakeholder engagement plan contains the detailed strategy for effective stakeholder engagement for the duration of the program. You have developed your program’s stakeholder engagement plan and got approval from governance board, the next step you should?

# 121. When developing the program governance, which of the following parties is in the best position to approve a change in scope affecting only one project?

# 122. A program governance board mandates that phase gate reviews must be held so each component projects can be reviewed and individually authorized to proceed to the next phase. Tracking and reporting of actual benefits realized is one part of the review. What is the other part of the review?

# 125. You are manage a program. There is a document which also establish the relationship between program activities and expected benefits. This document is?

# 126. Stakeholders do not understand whether the program fits within the company’s strategic objectives during program initiation. Which deliverable should be demonstrate the program’s alignment!