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Ruankao Information System Project Manager (Senior) study materials
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Ruankao Information System Project Manager (Senior) practice questions

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Question 1Requirements, design, testing and architecture trade-offs

In 软考信息系统项目管理 teaching, which statement best distinguishes an information-system project from ongoing IS operations?

  1. Operations always produce a unique charter, while a project only repeats last year's incident tickets
  2. A project has no end date, while operations close when a fiscal year ends
  3. A project may never consume staff, while operations never consume budget
  4. A project is a temporary endeavor that creates a unique information system or result, while operations are repetitive run-and-maintain work Correct answer.

Explanation

软考 defines a project as temporary and unique. An information-system project delivers a unique system, enhancement, or result under constraints, then hands work to operations. Operations (运维) continue as repetitive service. The distractors reverse uniqueness, temporariness, or invent false staffing rules.

Question 2Requirements, design, testing and architecture trade-offs

Which set matches 信息化六要素 as taught in 软考 informatization knowledge?

  1. IT application, information resources, information networks, IT and industry, informatization talent, and policies/laws/standards Correct answer.
  2. Only hardware, software, and network equipment procurement
  3. Only the project manager's personal mailbox
  4. Only information resources and informatization talent

Explanation

软考 informatization knowledge treats six elements together: 信息技术应用, 信息资源, 信息网络, 信息技术和产业, 信息化人才, and 信息化政策法规和标准规范. Hardware stationery, a mailbox, or exam stationery are not the six-element model.

Question 3Requirements, design, testing and architecture trade-offs

Which sequence best matches a typical information-system lifecycle used in 软考 IS knowledge?

  1. Essay writing, then skip design, then delete the charter
  2. Only hardware unboxing, with no analysis or operations
  3. Planning (立项/规划), analysis, design, implementation, then operation and maintenance, and eventual retirement Correct answer.
  4. Operations first, then invent requirements after go-live as the only allowed order

Explanation

软考 IS knowledge walks a system from planning/立项 through analysis, design, and implementation into 运行维护, and finally 消亡/retirement. Skipping design, treating unboxing as the lifecycle, or starting with operations-only reverse the taught sequence.

Question 4Requirements, design, testing and architecture trade-offs

In current 软考 informatization framing, 数字中国 is best described as which of the following?

  1. A mandatory technical standard requiring every information system to adopt one designated national database product
  2. A national informatization strategy to build digital infrastructure, data resources, and digital government/economy/society capabilities Correct answer.
  3. A brand name of one provincial testing center
  4. A programme limited to building 5G base stations and data centres

Explanation

数字中国 is the national digital-development framing used in 软考 informatization teaching: digital infrastructure, data as a resource, and digital transformation of government, economy, and society. It is not a paper-only rule, a test-center brand, or an exam-subject substitute.

Question 5Requirements, design, testing and architecture trade-offs

In IS knowledge used by 信息系统项目管理师, which distinction is correct?

  1. Knowledge is raw unprocessed signals, while data is always a signed contract
  2. Information and data are identical, so knowledge management has no role
  3. Wisdom is only the count of servers in the data center
  4. Data are raw facts; information is processed data in context; knowledge is information that can support decisions and action Correct answer.

Explanation

软考 IS and knowledge-management teaching uses the data–information–knowledge progression: data are facts, information is structured/contextualized data, and knowledge supports decisions. Contracts and server counts do not redefine those terms.

Question 6Requirements, design, testing and architecture trade-offs

A city wants a new e-government platform. The 立项 feasibility study should jointly examine which dimensions?

  1. Technical feasibility, economic feasibility, and social/legal/operational feasibility Correct answer.
  2. Only technical feasibility, because economic and legal questions are settled after go-live
  3. Only economic feasibility, expressed as the lowest bid price
  4. Only the vendor's reference-customer list

Explanation

软考 立项/可行性研究 looks at technical feasibility (can it be built), economic feasibility (cost–benefit/investment), and social feasibility including legal, operational, and organizational acceptability. UI color, a blog, and exam word count are not the feasibility trio.

Question 7Requirements, design, testing and architecture trade-offs

In 软考 立项 management, what is the usual relationship between 项目建议书 and 可行性研究报告?

  1. The feasibility report is written only after the system is retired
  2. They are two names for one document, so only one of them ever needs to be written
  3. The project proposal (项目建议书) argues why to study the investment; the feasibility study report then analyzes whether the investment is justified in depth Correct answer.
  4. Neither document is ever used in government IS 立项

Explanation

立项 teaching places 项目建议书 earlier as a brief case to open the investment study, then 可行性研究报告 as the deeper technical-economic appraisal used for approval. They are not the 论文, not post-retirement paperwork, and they are used in government IS 立项.

Question 8Requirements, design, testing and architecture trade-offs

An enterprise architecture discussion in 软考 IS knowledge typically layers business, data, application, and technology. Which statement is correct?

  1. Technology architecture should be chosen first so that the business must adapt to leftover servers
  2. Business architecture states how the enterprise creates value; data, application, and technology architectures should support that business design Correct answer.
  3. Data architecture is only the choice of DBMS product and storage hardware
  4. Application architecture is only the screen layout and colour scheme of each system

Explanation

IS architecture teaching aligns layers: business architecture expresses value-creating processes; data, application, and technology architectures are designed to support that business. Starting from leftover hardware, or treating data/application architecture as cafeteria or fire drawings, breaks the alignment.

Question 9Requirements, design, testing and architecture trade-offs

Which distinction between IS governance and IS management matches 软考 informatization/governance teaching?

  1. Governance is only the annual IT budget approval; management is only the help-desk queue
  2. They are identical, so boards never set direction
  3. Management sets strategy; governance only writes code
  4. Governance sets direction, policies, and accountability for IT value and risk; management plans and runs IS work inside that framework Correct answer.

Explanation

Governance (治理) is the board/executive accountability for value, risk, and resource decisions. Management (管理) executes plans, builds systems, and operates services within those policies. Cleaning, peripherals, and swapping the two roles are incorrect.

Question 10Requirements, design, testing and architecture trade-offs

A manufacturer wants one integrated suite for finance, inventory, production, and procurement. Which class of system is that, in 软考 IS knowledge?

  1. ERP (enterprise resource planning) Correct answer.
  2. A stand-alone word processor with no shared data
  3. A separate departmental spreadsheet per function with no shared data model
  4. The 监理旁站 log treated as the only enterprise system

Explanation

ERP integrates core enterprise resources-finance, inventory, production, procurement-around shared master data. A local word processor, a notice board, or a supervision log is not ERP.

Question 11Requirements, design, testing and architecture trade-offs

A provincial 'one-network' platform must integrate dozens of agency systems, multiple vendors, and changing regulations. Why does 软考 treat this as a complex information system for senior PM practice?

  1. Because the total contract value alone crosses a fixed monetary threshold
  2. Because complexity is defined only as 'more than two emails'
  3. Because many interdependent components, organizations, and uncertainties mean integration, governance, and change cannot be managed as a single tiny work package Correct answer.
  4. Because complex systems never need a WBS or a charter

Explanation

Complex IS projects combine technical interdependence, multi-organization interfaces, and environmental uncertainty. Senior 高项 teaching expects hierarchical planning, integration management, and stakeholder coordination-not treating the whole as one work package. Missing keycaps or email counts are not the complexity test; charters and WBS are still required.

Question 12Requirements, design, testing and architecture trade-offs

When aligning an IS portfolio with 信息化 and 数字中国 strategy, which senior-PM action is most appropriate?

  1. Fund every vendor demo that arrives in a given week, ignoring strategy maps
  2. Select and prioritize programs and projects so that data platforms, digital government services, and industry systems implement stated strategic objectives Correct answer.
  3. Fund whichever component has the shortest schedule, regardless of strategic contribution
  4. Approve every proposal so no sponsor is refused, and let resource contention decide what actually finishes

Explanation

战略管理 plus 项目组合管理 means choosing work that implements strategy-digital infrastructure, data resources, and service transformation-not random demos, poster-only strategy, or intern preference. This is the senior link between informatization strategy and multi-project selection.

Question 13Project scope, scheduling and earned-value models

In 软考教程 第4版 process groups, which order is correct?

  1. 收尾, then 启动, skipping planning
  2. Only 监控, because planning is optional on senior projects
  3. 启动, 规划, 执行, 监控, 收尾 Correct answer.
  4. 执行 first, then invent the charter after handover

Explanation

第4版 uses the five process groups 启动, 规划, 执行, 监控, and 收尾. Monitoring runs alongside execution, but the taught order of groups is not 收尾-first, monitor-only, or charter-after-handover.

Question 14Project scope, scheduling and earned-value models

Who typically issues 项目章程 (the project charter) in 软考 整合管理?

  1. The sponsor (or initiating organization) authorizes the project and names the project manager Correct answer.
  2. The project manager, who drafts and approves their own charter
  3. The winning contractor, through the signed implementation contract
  4. The change control board, at the first approved change request

Explanation

制定项目章程 is the initiating integration process. The sponsor/initiating organization issues the charter, formally authorizing the project and the PM's authority. Invigilators, passers-by, and database jobs do not issue charters.

Question 15Project scope, scheduling and earned-value models

Which 第4版 整合过程 is specifically concerned with using existing knowledge and creating new knowledge on the project?

  1. Only 结束项目或阶段, and only after deleting lessons learned
  2. Only 制定项目章程, which never records knowledge
  3. Control quality, which replaces knowledge management
  4. 管理项目知识 Correct answer.

Explanation

第4版 adds 管理项目知识 in the executing process group of 整合管理. It uses organizational knowledge and produces new knowledge (including the lessons-learned register). Closing, chartering, and quality control do not replace that process.

Question 16Project scope, scheduling and earned-value models

The 100% rule for a WBS means which of the following?

  1. The WBS lists only the first meeting and hides the rest of the scope
  2. Child elements together represent 100% of the parent; the WBS includes all project scope and only that scope Correct answer.
  3. The WBS must contain exactly 100 work packages regardless of size
  4. The WBS replaces the need for a schedule or a budget

Explanation

创建WBS decomposes scope so that children sum to the parent (100% rule) with no extra work and no omitted work. It is not a count of 100 packages, a meeting-only list, or a substitute for schedule and cost baselines.

Question 17Project scope, scheduling and earned-value models

In 软考 earned-value teaching, EV (挣值) is which quantity?

  1. Cash paid to vendors regardless of progress
  2. The original BAC even if no work has started
  3. The authorized budget for work actually completed Correct answer.
  4. The count of unread emails in the PMO inbox

Explanation

EV (挣值, BCWP) is the budgeted value of completed work. AC is actual cost incurred. PV is the budgeted value of work planned by now. BAC is the total approved budget. Email counts are not EVM.

Question 18Project scope, scheduling and earned-value models

On a CPM network, the critical path is which path?

  1. The longest path through the network; it sets the minimum project duration Correct answer.
  2. The shortest path, which always has the most total float
  3. The path that carries the greatest total float
  4. The path with the most finish-to-finish links only

Explanation

The critical path is the longest path and determines the shortest possible project duration. If the finish constraint equals that length, critical activities have zero total float. Shortest path, lunch, and a single link type do not define it.

Question 19Project scope, scheduling and earned-value models

A sponsor emails the team to add a portal module and skip 实施整体变更控制. What should the senior PM do?

  1. Delete the scope baseline so that no one can detect the add
  2. Start coding overnight and hide the extra cost in overtime
  3. Treat the email as automatic approval because sponsors never use a CCB
  4. Document the request and run it through integrated change control (CCB) against scope, schedule, cost, and other baselines Correct answer.

Explanation

实施整体变更控制 evaluates change against all baselines. Even a sponsor request needs analysis and CCB/authorized approval before baselines move. Hiding work or assuming emails bypass change control is a classic 案例分析 fault.

Question 20Project scope, scheduling and earned-value models

Which pair correctly contrasts gold plating and scope creep in 范围管理?

  1. Both terms mean the CCB met on time
  2. Gold plating is extra work the team adds without approval; scope creep is uncontrolled growth of requirements without change control Correct answer.
  3. Gold plating is always the critical path; scope creep is always SPI
  4. Neither can occur on an IS project

Explanation

Gold plating is unrequested extra 'polish' the team inserts. Scope creep is gradual, uncontrolled expansion of requirements. Both bypass change control. They are not CCB punctuality, and they are not EVM indices.

Question 21Project scope, scheduling and earned-value models

确认范围 (Validate Scope) is primarily which activity?

  1. The team adding unrequested features to impress the sponsor
  2. Accounting paying invoices without inspecting deliverables
  3. Formal acceptance of completed deliverables with the customer/sponsor against the scope baseline Correct answer.
  4. Replacing quality control so defects need not be found

Explanation

确认范围 is formal acceptance of deliverables versus the scope baseline, typically after 控制质量 has checked correctness. It is not gold plating, not accounts payable, and not a substitute for quality control.

Question 22Project scope, scheduling and earned-value models

Using PERT three-point estimates, an activity has optimistic 3 days, most likely 5 days, and pessimistic 13 days. What is the expected duration TE = (O + 4M + P) / 6?

  1. 6 days Correct answer.
  2. 5 days
  3. 13 days
  4. 21 days

Explanation

TE = (3 + 4×5 + 13) / 6 = (3 + 20 + 13) / 6 = 36 / 6 = 6 days. Five days is only the mode; 13 is pessimistic; 21 is the unweighted sum.

Question 23Project scope, scheduling and earned-value models

Activity B has ES = 10 days, duration 4 days, LS = 15 days, and LF = 19 days. What is B's total float?

  1. 4 days
  2. 10 days
  3. 19 days
  4. 5 days Correct answer.

Explanation

Total float = LS − ES = 15 − 10 = 5 days. Equivalently LF − EF: EF = ES + duration = 14, and 19 − 14 = 5. Duration and ES/LF values themselves are not float.

Question 24Project scope, scheduling and earned-value models

At the status date, EV = RMB 72,000 and PV = RMB 90,000. What is SPI, and what does it mean?

  1. SPI = 1.25; the schedule is ahead of plan
  2. SPI = 0.80; the schedule is behind plan Correct answer.
  3. SPI = RMB 18,000; the index equals the variance
  4. SPI = 0; no work was planned

Explanation

SPI = EV / PV = 72,000 / 90,000 = 0.80 < 1, so less work was earned than planned (进度落后). SV = EV − PV = −RMB 18,000 is the variance, not the index.

Question 25Project scope, scheduling and earned-value models

At the status date, EV = RMB 96,000 and AC = RMB 80,000. What is CPI, and what does it mean?

  1. CPI = 0.83; the project is over budget for work done
  2. CPI equals SPI on every project by definition
  3. CPI = 1.20; cost performance is better than planned (under budget for the work done) Correct answer.
  4. CPI = RMB 176,000; add EV and AC

Explanation

CPI = EV / AC = 96,000 / 80,000 = 1.20 > 1, so each RMB of actual cost earned RMB 1.20 of budgeted work (under budget). CV = EV − AC = +RMB 16,000. CPI equals SPI only by coincidence.

Question 26Project scope, scheduling and earned-value models

At the status date, EV = RMB 150,000, PV = RMB 180,000, and AC = RMB 140,000. What are SV and CV?

  1. SV = −RMB 30,000 (behind schedule); CV = +RMB 10,000 (under budget) Correct answer.
  2. SV = +RMB 30,000; CV = −RMB 10,000
  3. SV = RMB 150,000; CV = RMB 180,000
  4. SV = 0.83; CV = 1.07 as if they were indices

Explanation

SV = EV − PV = 150,000 − 180,000 = −RMB 30,000 (behind). CV = EV − AC = 150,000 − 140,000 = +RMB 10,000 (under budget). Variances are not the raw EV/PV figures and are not SPI/CPI.

Question 27Project scope, scheduling and earned-value models

The customer wants the same scope two weeks earlier. Which pairing of 赶工 (crashing) and 快速跟进 (fast-tracking) is correct?

  1. Crashing deletes the critical path; fast-tracking deletes the cost baseline
  2. Fast-tracking always reduces risk, and crashing always reduces cost
  3. Both terms mean ignoring the CCB
  4. Crashing adds resources on critical work at extra cost; fast-tracking overlaps sequential activities and usually increases rework risk Correct answer.

Explanation

赶工 shortens duration by adding resources on the critical path, typically raising cost. 快速跟进 overlaps activities that were sequential, typically raising technical/rework risk. Neither deletes baselines or bypasses change control.

Question 28Project scope, scheduling and earned-value models

In 软考 成本管理, how do the cost baseline and management reserve relate?

  1. Management reserve is inside every work-package estimate, so it is already in EV
  2. The cost baseline is the time-phased approved budget (usually including contingency reserves); management reserve sits outside the baseline and is released through change control Correct answer.
  3. Management reserve is the same as SPI
  4. The cost baseline must exclude all contingency and all management reserve always, by definition of PV

Explanation

The cost baseline is the approved time-phased budget, typically including contingency reserves for known risks. Management reserve for unknown-unknowns is usually outside the baseline and is added only through integrated change control. It is not SPI and is not already earned as EV inside packages.

Question 29Project scope, scheduling and earned-value models

Finish-to-start network: A lasts 6 days; B lasts 4 days after A; C lasts 2 days after A; D lasts 5 days after both B and C. What is C's total float?

  1. 0 days
  2. 1 day
  3. 2 days Correct answer.
  4. 5 days

Explanation

Path A-B-D = 6+4+5 = 15 days (critical). Path A-C-D = 6+2+5 = 13 days. C can slip 15 − 13 = 2 days without lengthening the project. C is not critical, so float is not 0; 5 days is D's duration.

Question 30Project scope, scheduling and earned-value models

BAC = RMB 600,000, EV = RMB 240,000, AC = RMB 300,000. If typical CPI continues, what is EAC?

  1. RMB 750,000 Correct answer.
  2. RMB 600,000
  3. RMB 660,000
  4. RMB 540,000

Explanation

CPI = EV/AC = 240,000/300,000 = 0.80. When current cost efficiency is expected to continue (typical), EAC = BAC / CPI = 600,000 / 0.80 = RMB 750,000. Equivalently AC + (BAC − EV)/CPI = 300,000 + 360,000/0.80 = 750,000.

Question 31Project scope, scheduling and earned-value models

BAC = RMB 600,000, EV = RMB 240,000, AC = RMB 300,000. Remaining work is expected to go at the original budgeted rate (atypical CPI). What is EAC?

  1. RMB 750,000
  2. RMB 900,000
  3. RMB 600,000
  4. RMB 660,000 Correct answer.

Explanation

Atypical EAC = AC + (BAC − EV) = 300,000 + (600,000 − 240,000) = 300,000 + 360,000 = RMB 660,000. The typical formula BAC/CPI = 750,000 is used when the CPI trend continues.

Question 32Project scope, scheduling and earned-value models

BAC = RMB 480,000, EV = RMB 240,000, AC = RMB 300,000, PV = RMB 300,000. If remaining work is affected by both current CPI and SPI, what is EAC = AC + (BAC − EV) / (CPI × SPI)?

  1. RMB 480,000
  2. RMB 675,000 Correct answer.
  3. RMB 600,000
  4. RMB 540,000

Explanation

CPI = 240,000/300,000 = 0.80 and SPI = 240,000/300,000 = 0.80, so CPI × SPI = 0.64. EAC = 300,000 + 240,000 / 0.64 = 300,000 + 375,000 = RMB 675,000. This independent-estimate form is used when schedule and cost inefficiency both hit remaining work.

Question 33Project scope, scheduling and earned-value models

BAC = RMB 500,000, EV = RMB 350,000, AC = RMB 400,000. What is TCPI to finish on BAC, (BAC − EV) / (BAC − AC)?

  1. 0.75
  2. 1.00
  3. 1.50 Correct answer.
  4. 0.88

Explanation

Work remaining = 500,000 − 350,000 = 150,000. Funds remaining to hit BAC = 500,000 − 400,000 = 100,000. TCPI = 150,000 / 100,000 = 1.50, so future work must be 50% more cost-efficient than the BAC implies-an overall performance-recovery signal.

Question 34Project scope, scheduling and earned-value models

Finish-to-start: A lasts 5 days; then B lasts 4 days and C lasts 8 days in parallel after A; D lasts 3 days after both B and C. What is B's total float?

  1. 4 days Correct answer.
  2. 0 days
  3. 8 days
  4. 3 days

Explanation

A-C-D = 5+8+3 = 16 days (critical). A-B-D = 5+4+3 = 12 days. B can slip 16 − 12 = 4 days. B is not critical (float ≠ 0). 8 days is C's duration; 3 days is D's duration.

Question 35Project quality, evidence and process variation

In 第4版 质量管理, how do 管理质量 (quality assurance) and 控制质量 (quality control) differ?

  1. They are identical names for paying invoices
  2. 管理质量 audits processes and improves the quality system; 控制质量 inspects deliverables and finds defects Correct answer.
  3. 控制质量 sets the quality policy and 管理质量 signs the customer acceptance certificate
  4. Neither process exists in 第4版

Explanation

管理质量 is process-facing (audits, process improvement, using quality standards). 控制质量 is deliverable-facing (inspection, testing, control charts). Neither is invoicing or exam writing, and both exist in 第4版.

Question 36Project quality, evidence and process variation

Which grouping matches cost of quality as used in 软考 质量管理?

  1. Only rework and warranty repair, because prevention spending is overhead rather than quality cost
  2. Only SPI and CPI, which replace quality cost
  3. Only the PM's commuting tickets
  4. Prevention and appraisal (conformance) plus internal and external failure (nonconformance) Correct answer.

Explanation

Cost of quality splits conformance costs (prevention, appraisal) from nonconformance (internal failure before handover, external failure after). Exam printing, EVM indices, and commuting are not the CoQ model.

Question 37Project quality, evidence and process variation

A control chart for defect rate shows a point beyond the upper control limit. What should 控制质量 conclude first?

  1. The process is in control because one point never matters
  2. The process is likely experiencing a special (assignable) cause and should be investigated Correct answer.
  3. Control charts replace the need for a quality policy
  4. The point proves the cost baseline is automatically correct

Explanation

A point outside control limits is a classic special-cause signal. Investigate before changing the system at random. Control charts do not replace quality policy and do not certify the cost baseline.

Question 38Project quality, evidence and process variation

A Pareto chart of defects is used in 质量管理 primarily to do which of the following?

  1. Replace the WBS with a histogram of salaries
  2. Compute SPI from defect bars
  3. Draw the communication-channel formula
  4. Rank causes so that the vital few (often ~80% of effects) can be attacked first Correct answer.

Explanation

Pareto analysis orders categories by frequency/impact so teams fix the vital few. It is not a WBS, not SPI, and not the n(n−1)/2 formula.

Question 39Project quality, evidence and process variation

How should contingency reserve and management reserve be distinguished?

  1. They are both SPI by another name
  2. Contingency is only for gold plating
  3. Management reserve is inside every activity duration always
  4. Contingency reserve covers identified risks (known unknowns); management reserve covers unidentified risks (unknown unknowns) Correct answer.

Explanation

Contingency is for identified risks in the risk register and is typically in the cost/schedule baseline. Management reserve is for unknown unknowns and is typically outside the baseline until released by change control.

Question 40Project quality, evidence and process variation

A make-or-buy analysis for a middleware component should primarily compare which factors?

  1. Only the vendor's list price against the developers' salary cost for the same weeks
  2. Only whether the team already knows the implementation language
  3. Direct and indirect costs, capacity, core competence, risk, and intellectual-property/control needs versus market offerings Correct answer.
  4. Only whether the component is available as open source

Explanation

规划采购管理 uses make-or-buy to weigh cost, capacity, strategy (keep core work inside), risk, and IP/control against buying. Logos, intern taste, and exam titles are not the analysis.

Question 41Project quality, evidence and process variation

Under 招标投标法 principles used in 软考 (without relying on a quoted article number), which statement is correct?

  1. Collusive bidding and discriminatory tender documents are acceptable if the project is an IS project
  2. Open tendering is the principal method; bidders must be treated equally, and bid evaluation must follow the published method Correct answer.
  3. The buyer may secretly change the evaluation method after bid opening to favor one vendor
  4. Oral awards with no record always replace tendering for large public IS projects

Explanation

招标投标法 teaching in 软考 stresses open tendering as the main method, equal treatment, and evaluation according to the published method. Collusion, secret post-opening rule changes, and recordless oral awards contradict those principles. This item does not cite an article number.

Question 42Project quality, evidence and process variation

Two senior engineers disagree on architecture. Which conflict mode is generally preferred when both issue importance and relationship importance are high?

  1. Forcing a win-lose order with no discussion
  2. Withdrawing and never returning to the issue
  3. Smoothing by pretending the conflict does not exist
  4. Collaborate/confront - work the problem with facts until a win-win technical decision is reached Correct answer.

Explanation

When the issue and the relationship both matter, 合作/面对 (collaborate/problem-solve) is the preferred mode. Forcing, withdrawing, and smoothing may be situational but are not the default for high/high architecture conflicts.

Question 43Project quality, evidence and process variation

In quality/process teaching used by 软考, a Six Sigma process is best described as which of the following?

  1. A process that never needs measurement
  2. A process with six project managers
  3. A process that forbids control charts
  4. A process whose variation is so tightly controlled that defects are extremely rare (on the order of a few defects per million opportunities in the classic teaching model) Correct answer.

Explanation

Six Sigma aims to reduce process variation so defect rates approach the classic few-DPMO teaching benchmark. It relies on measurement and control charts; it is not a headcount of six PMs.

Question 44Project people, communication and stakeholder decisions

If n people all communicate with each other, the number of two-way communication channels is which formula?

  1. n(n − 1) / 2 Correct answer.
  2. 2n + 2
  3. n / 2 ignoring all pairs
  4. n squared minus the charter

Explanation

Each unique pair is one channel, so channels = n(n − 1)/2. Linear or ad-hoc formulas are wrong. This is a standard 沟通管理 calculation on 高项 papers.

Question 45Project people, communication and stakeholder decisions

识别干系人 should begin at which time?

  1. Only during 收尾, after the system is deleted
  2. Only once the scope baseline is approved, so the register matches a fixed scope
  3. Never, because senior PMs ignore people
  4. Early in 启动 and then iteratively as the project and its environment change Correct answer.

Explanation

第4版 干系人管理 starts identification with initiating (alongside the charter) and continues throughout. Waiting for closing, the 论文, or ignoring people loses engagement windows.

Question 46Project people, communication and stakeholder decisions

In Tuckman's team stages, storming is best described as which phase?

  1. Conflict over roles and working approaches as people begin to work together Correct answer.
  2. The team has already adjourned and left the building
  3. The stage where roles are settled and the team follows agreed working norms
  4. The CCB's only voting method

Explanation

Storming is the conflict/role-clarification stage after forming. Adjourning is later. Weather and CCB voting are unrelated. 建设团队 teaching uses forming–storming–norming–performing–adjourning.

Question 47Project people, communication and stakeholder decisions

In a RACI chart, the letter A typically means which role?

  1. Absent from all decisions
  2. Assisting - a helper who supports the person doing the work
  3. Accountable - one person answerable for the outcome (often the approver) Correct answer.
  4. Always the same as every R on the row

Explanation

RACI: Responsible does the work, Accountable is ultimately answerable (one A per activity), Consulted is two-way, Informed is one-way. A is not 'absent', not the exam author, and not duplicated as every R.

Question 48Project people, communication and stakeholder decisions

A core team of 9 people, including the project manager, all communicate with one another. How many two-way channels exist?

  1. 36 Correct answer.
  2. 9
  3. 18
  4. 81

Explanation

Channels = n(n − 1)/2 = 9×8/2 = 36. Nine is the headcount, 18 is n×2, and 81 is n².

Question 49Project people, communication and stakeholder decisions

A team grows from 6 people to 8 people, all still fully interconnected. How many additional two-way communication channels are created?

  1. 2
  2. 8
  3. 13 Correct answer.
  4. 28

Explanation

At n = 8, channels = 8×7/2 = 28. At n = 6, channels = 6×5/2 = 15. Additional channels = 28 − 15 = 13. Two is the headcount increase; 8 is new n; 28 is the new total, not the increment.

Question 50Project people, communication and stakeholder decisions

On a power/interest grid, a high-power, high-interest stakeholder should generally be managed how?

  1. Ignore them until 收尾
  2. Keep satisfied with periodic summaries and no detailed involvement
  3. Manage closely - they can block or enable the project Correct answer.
  4. Treat them as unaware by definition

Explanation

High power and high interest means manage closely: frequent engagement and issue resolution. Ignoring them, substituting an exam essay, or labeling them unaware wastes the grid.