2025年軟考高級(jí)信息系統(tǒng)項(xiàng)目管理師考試英語練習(xí)題及答案一、單項(xiàng)選擇題（共15題，每題2分，共30分）1.WhichofthefollowingisNOTakeyprocessintheProjectIntegrationManagement?A.DevelopProjectCharterB.MonitorandControlProjectWorkC.ControlQualityD.CloseProjectorPhase2.InEarnedValueManagement(EVM),themetricthatrepresentsthevalueofworkactuallycompletedis:A.PV(PlannedValue)B.EV(EarnedValue)C.AC(ActualCost)D.BAC(BudgetatCompletion)3.Thedocumentthatdescribeshowprojectcostswillbeplanned,structured,andcontrollediscalled:A.CostManagementPlanB.RiskManagementPlanC.ScopeManagementPlanD.ResourceManagementPlan4.Aprojectmanagerisdealingwithaconflictbetweentwoteammemberswhodisagreeonthebestapproachtoimplementafeature.Thisismostlikelyaconflictrelatedto:A.PersonalitiesB.PrioritiesC.TechnicalopinionsD.Resourceallocation5.InAgileprojectmanagement,thetimeboxedperiodduringwhichasetofbacklogitemsisdevelopedisknownas:A.SprintB.IterationC.ReleaseD.Milestone6.WhichofthefollowingisaninputtotheDevelopProjectManagementPlanprocess?A.ApprovedChangeRequestsB.ProjectCharterC.WorkPerformanceReportsD.QualityMetrics7.Theprocessofidentifying,analyzing,andrespondingtoprojectrisksiscalled:A.RiskAssessmentB.RiskMitigationC.RiskManagementD.RiskControl8.Acontracttypewherethebuyerpaysthesellerforallowableperformancecostsplusafixedfeeis:A.FixedPrice(FP)ContractB.CostPlusFixedFee(CPFF)ContractC.TimeandMaterials(T&M)ContractD.CostPlusIncentiveFee(CPIF)Contract9.Inthecontextofcommunicationmanagement,theformulaforcalculatingthenumberofcommunicationchannelsis:A.n(n1)/2B.n(n+1)/2C.n2D.2?10.Theprocessofformalizingacceptanceofthecompletedprojectdeliverablesis:A.ValidateScopeB.ControlScopeC.CloseProjectD.VerifyScope11.Whichtoolisusedtotrackthestatusofprojectrisksovertime?A.RiskBreakdownStructure(RBS)B.RiskRegisterC.ProbabilityandImpactMatrixD.SWOTAnalysis12.Inprojectscheduling,thetechniquethatusesweightedaveragedurationestimates(optimistic,mostlikely,pessimistic)is:A.CriticalPathMethod(CPM)B.ProgramEvaluationandReviewTechnique(PERT)C.GanttChartD.ResourceLeveling13.Theprocessofensuringthatallprojectartifactsareproperlycollected,indexed,andarchivediscalled:A.ConfigurationManagementB.KnowledgeManagementC.DocumentControlD.RecordsManagement14.Aprojectmanagernoticesthattheproject’sscheduleperformanceindex(SPI)is0.85.Thisindicatesthat:A.TheprojectisaheadofscheduleB.TheprojectisonscheduleC.TheprojectisbehindscheduleD.Theprojectcostperformanceisbetterthanplanned15.WhichofthefollowingisakeyoutputoftheIdentifyStakeholdersprocess?A.StakeholderRegisterB.StakeholderEngagementAssessmentMatrixC.CommunicationPlanD.RiskRegister二、完形填空題（共10題，每題2分，共20分）Thesuccessofaprojectoftendependsoneffectiveriskmanagement.Riskmanagementinvolvesidentifyingpotentialeventsthatmayaffecttheproject,analyzingtheirlikelihoodandimpact,andplanningresponsesto__1__.Thefirststepisriskidentification,wheretheprojectteamusestoolslikebrainstorming,checklists,and__2__(e.g.,SWOTanalysis)tolistallpossiblerisks.Afteridentification,risksareanalyzed__3__(qualitativeanalysis)andnumerically(quantitativeanalysis).Qualitativeanalysisprioritizesrisksbasedontheirprobabilityandimpact,oftenusinga__4__matrix.Quantitativeanalysis,ontheotherhand,assignsnumericalvaluestoriskprobabilitiesandimpacts,helpingto__5__theoverallprojectriskexposure.Oncerisksareanalyzed,theteamdevelopsresponsestrategies.Forpositiverisks(opportunities),commonstrategiesinclude__6__(seekingtoincreasethelikelihoodorimpact),sharing(collaboratingwithotherstoexploittheopportunity),andenhancing(strengtheningtheconditionsfortheopportunity).Fornegativerisks(threats),strategiesmayinvolveavoiding(eliminatingtheriskoritsimpact),__7__(reducingthelikelihoodorimpact),ortransferring(shiftingtherisktoathirdparty,e.g.,viainsurance).Throughouttheproject,risksneedtobe__8__continuously.Thisinvolvestrackingidentifiedrisks,monitoringresidualrisks,identifyingnewrisks,andevaluatingtheeffectivenessofriskresponses.Toolsliketheriskregisterareupdatedregularlytoreflectthecurrent__9__ofeachrisk.Effectiveriskmanagementensuresthattheprojectstaysontrack,minimizes__10__impacts,andmaximizesopportunities.1.A.avoidB.mitigateC.addressD.transfer2.A.expertjudgmentB.criticalpathC.GanttchartD.changecontrol3.A.subjectivelyB.objectivelyC.qualitativelyD.quantitatively4.A.probabilityimpactB.costbenefitC.resourcelevelingD.stakeholderengagement5.A.increaseB.calculateC.reduceD.eliminate6.A.exploitingB.acceptingC.ignoringD.avoiding7.A.enhancingB.mitigatingC.sharingD.transferring8.A.plannedB.executedC.monitoredD.closed9.A.statusB.budgetC.scheduleD.quality10.A.positiveB.neutralC.negativeD.uncertain三、閱讀理解題（共2篇，每篇5題，每題2分，共20分）Passage1Agileprojectmanagementhasgainedwidespreadadoptioninrecentyearsduetoitsabilitytohandleuncertaintyanddelivervalueincrementally.Unliketraditionalwaterfallmethods,whichfollowalinearsequenceofphases,Agileemphasizesflexibility,collaboration,andcustomerfeedback.AcorecomponentofAgileistheScrumframework,whichusestimeboxediterationscalledSprints(typically24weeks).DuringaSprint,theScrumTeam(includingaProductOwner,ScrumMaster,andDevelopers)worksonasetofprioritizeduserstoriesfromtheProductBacklog.TheSprintPlanningmeetingkicksofftheiteration,wheretheteamselectsitemstodeliveranddefinestheSprintGoal.DailyScrummeetings(15minutestandups)keeptheteamalignedonprogressandidentifyobstacles.AttheendoftheSprint,aSprintReviewisheldtodemonstratethecompletedworktostakeholders,followedbyaSprintRetrospectivetoreflectonprocessimprovements.OnekeyadvantageofAgileisitsfocusonworkingsoftwareovercomprehensivedocumentation.Thisallowsteamstoadaptquicklytochangingrequirements,acommonchallengeinfastpacedindustrieslikesoftwaredevelopment.However,Agilealsorequireshighlevelsofcollaborationandselforganizationfromteammembers.Withoutclearcommunicationandcommitment,Agileprojectscansufferfromscopecreepormisseddeadlines.1.WhatisthemainreasonforAgile’spopularityaccordingtothepassage?A.ItusesdetaileddocumentationB.IthandlesuncertaintyanddeliversvalueincrementallyC.ItfollowsalinearphasesequenceD.Itrequiresminimalstakeholderinvolvement2.WhatisaSprintintheScrumframework?A.Adaily15minutemeetingB.Atimeboxediteration(24weeks)C.AtoolforriskanalysisD.Adocumentfortrackingrequirements3.WhichroleinScrumisresponsibleforprioritizingtheProductBacklog?A.ScrumMasterB.DeveloperC.ProductOwnerD.Stakeholder4.WhathappensduringaSprintRetrospective?A.StakeholdersreviewcompletedworkB.TheteamselectsitemsforthenextSprintC.TheteamreflectsonprocessimprovementsD.Risksareidentifiedandanalyzed5.WhatisapotentialchallengeofAgilementionedinthepassage?A.InflexibilitytochangingrequirementsB.LackoffocusonworkingsoftwareC.ScopecreepormisseddeadlineswithoutclearcommunicationD.OverrelianceoncomprehensivedocumentationPassage2EarnedValueManagement(EVM)isaprojectmanagementtechniquethatintegratesscope,schedule,andcostperformancetomeasureprojectprogress.Itusesthreekeymetrics:PlannedValue(PV),EarnedValue(EV),andActualCost(AC).PVistheauthorizedbudgetassignedtoworkscheduledtobecompletedbyaspecificpointintime.EVisthevalueofworkactuallycompleted,measuredagainsttheapprovedbudget.ACisthetotalcostincurredfortheworkcompleted.Usingthesemetrics,EVMcalculatestwocriticalperformanceindices:SchedulePerformanceIndex(SPI=EV/PV)andCostPerformanceIndex(CPI=EV/AC).SPI>1indicatestheprojectisaheadofschedule,whileSPI<1meansitisbehind.CPI>1showstheprojectisunderbudget,andCPI<1indicatesitisoverbudget.EVMalsoforecastsfutureperformanceusingmetricslikeEstimateatCompletion(EAC),whichpredictsthetotalcostatprojectcompletionbasedoncurrentperformance.Forexample,ifaprojecthasPV=$10,000,EV=$8,000,andAC=$9,000,thenSPI=0.8(behindschedule)andCPI=0.89(overbudget).Theprojectmanagercanusethisdatatoadjustresources,replanactivities,ortakecorrectiveactionstogettheprojectbackontrack.1.WhatdoesEVMintegratetomeasureprojectprogress?A.Scope,quality,andriskB.Scope,schedule,andcostC.Schedule,cost,andresourceD.Cost,quality,andcommunication2.Whichmetricrepresentstheauthorizedbudgetforscheduledwork?A.PVB.EVC.ACD.EAC3.IfSPIis1.2,whatdoesitindicate?A.TheprojectisbehindscheduleB.TheprojectisonscheduleC.TheprojectisaheadofscheduleD.Theprojectisoverbudget4.WhatisCPIusedtomeasure?A.ScheduleperformanceB.CostperformanceC.ScopeperformanceD.Qualityperformance5.Intheexampleprovided,whatistheproject’scoststatus?A.UnderbudgetB.OnbudgetC.OverbudgetD.Cannotbedetermined四、翻譯題（共5題，每題6分，共30分）1."Stakeholderengagementiscriticalforprojectsuccess,asactiveinvolvementfromkeystakeholderscanreduceresistanceandensurealignmentwithorganizationalgoals."2."TheChangeControlBoard(CCB)isresponsibleforreviewing,evaluating,andapprovingorrejectingchangerequeststhatimpactprojectbaselines."3."Inresourceleveling,theprojectmanageradjuststhescheduletoresolveresourceoverallocations,oftenresultinginalongerprojectduration."4."Ariskresponseplanshouldincludespecificactions,responsibleparties,andtimelinesforimplementingeachresponsestrategy."5."Thepurposeofalessonslearnedsessionistodocumentsuccesses,failures,andinsightsgainedduringtheprojectforfuturereference."答案及解析一、單項(xiàng)選擇題1.C解析：項(xiàng)目整合管理的關(guān)鍵過程包括制定項(xiàng)目章程（A）、制定項(xiàng)目管理計(jì)劃、指導(dǎo)與管理項(xiàng)目工作、監(jiān)控項(xiàng)目工作（B）、實(shí)施整體變更控制、結(jié)束項(xiàng)目或階段（D）。控制質(zhì)量（C）屬于質(zhì)量管理過程。2.B解析：掙值管理中，EV（掙值）表示實(shí)際完成工作的預(yù)算價(jià)值；PV是計(jì)劃價(jià)值，AC是實(shí)際成本，BAC是完工預(yù)算。3.A解析：成本管理計(jì)劃描述項(xiàng)目成本將如何規(guī)劃、結(jié)構(gòu)化和控制；風(fēng)險(xiǎn)管理計(jì)劃涉及風(fēng)險(xiǎn)策略，范圍管理計(jì)劃涉及范圍定義，資源管理計(jì)劃涉及資源規(guī)劃。4.C解析：團(tuán)隊(duì)成員因技術(shù)實(shí)現(xiàn)方法分歧屬于技術(shù)意見沖突（Technicalopinions）；人格沖突（Personalities）涉及性格不合，優(yōu)先級(jí)沖突（Priorities）涉及任務(wù)排序，資源分配沖突（Resourceallocation）涉及資源使用分歧。5.A解析：Scrum中的Sprint是時(shí)間盒迭代周期；迭代（Iteration）是更通用的術(shù)語，發(fā)布（Release）是多個(gè)迭代后的交付，里程碑（Milestone）是關(guān)鍵節(jié)點(diǎn)。6.B解析：制定項(xiàng)目管理計(jì)劃的輸入包括項(xiàng)目章程（B）、其他過程的輸出等；批準(zhǔn)的變更請求（A）是監(jiān)控過程的輸入，工作績效報(bào)告（C）是監(jiān)控的輸出，質(zhì)量測量指標(biāo)（D）是規(guī)劃質(zhì)量的輸出。7.C解析：風(fēng)險(xiǎn)管理是識(shí)別、分析和響應(yīng)項(xiàng)目風(fēng)險(xiǎn)的整體過程；風(fēng)險(xiǎn)評(píng)估（A）是分析環(huán)節(jié)，風(fēng)險(xiǎn)緩解（B）是響應(yīng)策略之一，風(fēng)險(xiǎn)控制（D）是監(jiān)控環(huán)節(jié)。8.B解析：成本加固定費(fèi)用合同（CPFF）中買方支付實(shí)際成本加固定費(fèi)用；固定總價(jià)（FP）是總價(jià)固定，工料合同（T&M）按時(shí)間和材料計(jì)費(fèi)，成本加激勵(lì)費(fèi)用（CPIF）有激勵(lì)條款。9.A解析：溝通渠道數(shù)公式為n(n1)/2，n為干系人數(shù)量。10.A解析：確認(rèn)范圍（ValidateScope）是正式驗(yàn)收可交付成果的過程；控制范圍（B）是監(jiān)控范圍變更，結(jié)束項(xiàng)目（C）是整體收尾，核實(shí)范圍（D）非標(biāo)準(zhǔn)術(shù)語。11.B解析：風(fēng)險(xiǎn)登記冊（RiskRegister）用于跟蹤風(fēng)險(xiǎn)狀態(tài)；風(fēng)險(xiǎn)分解結(jié)構(gòu)（RBS）是風(fēng)險(xiǎn)分類結(jié)構(gòu)，概率影響矩陣（C）用于定性分析，SWOT分析（D）用于內(nèi)外部分析。12.B解析：計(jì)劃評(píng)審技術(shù)（PERT）使用三點(diǎn)估算（樂觀、最可能、悲觀）計(jì)算加權(quán)平均工期；關(guān)鍵路徑法（CPM）關(guān)注最長路徑，甘特圖（C）是進(jìn)度展示工具，資源平衡（D）調(diào)整資源分配。13.D解析：記錄管理（RecordsManagement）涉及項(xiàng)目文檔的收集、歸檔；配置管理（A）關(guān)注可交付成果的版本控制，知識(shí)管理（B）涉及經(jīng)驗(yàn)傳遞，文檔控制（C）是文檔流程管理。14.C解析：進(jìn)度績效指數(shù)（SPI）=EV/PV，SPI<1表示進(jìn)度落后；SPI>1表示超前，等于1表示符合計(jì)劃。15.A解析：識(shí)別干系人過程的主要輸出是干系人登記冊（StakeholderRegister）；干系人參與評(píng)估矩陣（B）是規(guī)劃干系人參與的輸出，溝通計(jì)劃（C）是規(guī)劃溝通的輸出，風(fēng)險(xiǎn)登記冊（D）是識(shí)別風(fēng)險(xiǎn)的輸出。二、完形填空題1.C解析：風(fēng)險(xiǎn)管理的目的是“應(yīng)對(duì)（address）”風(fēng)險(xiǎn)，包括處理正負(fù)風(fēng)險(xiǎn)；avoid（避免）和mitigate（減輕）是具體策略，transfer（轉(zhuǎn)移）是應(yīng)對(duì)威脅的方法之一。2.A解析：風(fēng)險(xiǎn)識(shí)別工具包括頭腦風(fēng)暴、檢查單和專家判斷（expertjudgment）；關(guān)鍵路徑（B）是進(jìn)度工具，甘特圖（C）是進(jìn)度展示，變更控制（D）是整合管理工具。3.A解析：定性分析（qualitativeanalysis）是主觀評(píng)估（subjectively）概率和影響；quantitatively（定量）與后文“numerically”重復(fù)。4.A解析：概率影響矩陣（probabilityimpactmatrix）用于定性分析中優(yōu)先級(jí)排序；成本效益（B）用于決策，資源平衡（C）用于進(jìn)度，干系人參與（D）用于干系人管理。5.B解析：定量分析通過數(shù)值計(jì)算（calcu