PMP考前沖刺試題.pdf

PMP 沖刺模擬沖刺模擬題題 1 A junior project team member questions the methods in a proposal submitted by a senior member The argument between the team members now threaten the project schedule after careful consideration the project manager agrees with the junior project team member to modify the proposal What method is the project manager using A Collaborate B Smooth C Force D Withdraw 1 一個初級項目團(tuán)隊成員對一位高級團(tuán)隊成員提交的建議書中方法提出質(zhì)疑 這兩名團(tuán)隊 成 員的爭論現(xiàn)在威脅到項目進(jìn)度 仔細(xì)考慮之后 項目經(jīng)理同意初級團(tuán)隊成員的意見 項目 經(jīng)理使用的是什么方法 A 合作 B 緩解 C 強(qiáng)迫 D 撤退 2 At the quarterly status review with stakeholders a construction company s project manager reports a negative cost variance which is due to an unplanned transport strike what the project manager do to address the issue A Adjust the cost performance baseline B Allocate the funds from the contingency reserve C Allocate the funds from the management reserve D Measure the impact of the event to the project 2 在與關(guān)系人一起召開的季度狀態(tài)評審會上 由于計劃外的運輸罷工 施工公司的項目經(jīng)理報 告一個負(fù)成本偏差 項目經(jīng)理應(yīng)該如何解決這個問題 A 調(diào)整成本績效基準(zhǔn) B 從應(yīng)急儲備中分配資金 C 從管理儲備金分配資金 D 測量項目事件的響 3 A task of a project that includes the customer staff resources will occur during a weekend And the project manager realized that the resource manager rejected to pay the overtime three days before the weekend So he must reschedule the tasks Which of the following should the project manager do to avoid this issue A put the payment for overtime in the project s budget B Advise the customer about the importance to finish the task C Ask the customer s staff to inform their human resources manager about the issue D identity all of the project stakeholders 3 一個項目將在周末進(jìn)行 并包含客戶的員工資源 在周末的前三天 項目經(jīng)理得知資源 經(jīng)理拒絕為其員工支付加班費 因此 必須重新安排該任務(wù)的進(jìn)度 為避免這個問題 項目經(jīng)理 應(yīng)該事先完成下列哪一項 A 將加班費包含在項目預(yù)算中 B 告知客戶周末完成這項任務(wù)的重要性 PMP 沖刺模擬沖刺模擬題題 C 讓客戶的員工將加班情況通知他們的人力資源經(jīng)理 D 識別所有項目干系人 4 A client wants an additional work to be completed without changing the project deadline what should the project manager do first A advice the client that this request will be difficult to accommodate B implement the change as client satisfaction is the goal C escalate to senior management to obtain approval D issue a change request to capture the client s requirements and evaluate impact to the project 4 客戶希望在不改變完工日期的情況下增加額外工作 項目經(jīng)理首先應(yīng)該怎么做 A 通知客戶此時難以滿足這項需求 B 實施變更 因為客戶滿意度度是項目目標(biāo) C 上報高級管理層獲得批準(zhǔn) D 提出變更請求以獲取客戶的需求 并評估對項目的影響 5 A company competes an office building relocation project although the working environment of the new office is better than the old building many employees are not satisfied because it is far from their homes How should project manager handle this problem A Create a risk register including the probability and influence B Mitigate the impacts by following the risk response C Contact the functional managers and update the risk register D Transfer this risk to the human resources department and suggest better salary structure 5 公司完成一個辦公樓遷移項目 雖然新辦公樓優(yōu)于舊辦公樓 但由于離家較遠(yuǎn) 許多員工并 不滿意 項目經(jīng)理應(yīng)該如何解決這種情況 A 創(chuàng)建風(fēng)險登記冊 包括風(fēng)險概率和影響 B 通過遵循風(fēng)險應(yīng)對計劃減輕影響 C 聯(lián)系職能經(jīng)理并更新風(fēng)險登記冊 D 將這個風(fēng)險轉(zhuǎn)移給人力資源部 建議更好的工資結(jié)構(gòu) 6 A company decides to launch a new product to increase its revenues A project manager is selected for this new project In which of the following documents will the high level requirements and stakeholders expectations be found A Project management plan B Project charter C Stakeholder register D Activities list 6 公司決定推出一項新產(chǎn)品來增加公司收入 項目經(jīng)理被選擇來管理這個項目 下列哪一份文 件中可以找到高層次需求和干系人期望 A 項目管理計劃 B 項目章程 C 干系人登記冊 D 活動清單 PMP 沖刺模擬沖刺模擬題題 7 A company initiates an information technology service development project During the risk assessment the project team identifies that the hardware team does not have sufficient resources to complete one of the deliverables on time To complete the deliverable based on the schedule the project manager plans to use the services of a supplier What type of risk response strategy does the project manager plan to use A Transfer B Avoid C Exploit D Mitigate 7 一家公司啟動了一個信息技術(shù)服務(wù)開發(fā)項目 在風(fēng)險評估期間 項目團(tuán)隊識別到硬件小 組沒 有足夠的資源按時完成其中一項可交付成果 為了按進(jìn)度完成可交付成果 項目經(jīng)理計劃使用某 種供應(yīng)商的服務(wù) 項目經(jīng)理計劃使用哪種風(fēng)險應(yīng)對策略 A 轉(zhuǎn)移 B 回避 C 開拓 D 減輕 8 A company plans to upgrade its point of safe system with new technology to improve products and competitiveness To minimize the technology risk the company conducts a proof of concept and builds a prototype This risk response strategy is an example of which of the following A Accept B Avoid C Militate D Transfer 8 一家公司計劃使用新技術(shù)升級其銷售點系統(tǒng) 提高生產(chǎn)力和競爭力 為了盡可能減小技術(shù)風(fēng) 險 公司開展了概念驗證并制造一個原型 這種風(fēng)險應(yīng)對策略屬于下列哪一項的實例 A 接受 B 回避 C 減輕 D 轉(zhuǎn)移 9 A customer decides to replace the information technology service provider vendor A The customer negotiates an agreement with vendor B to immediately initiate their services Before closing the project what should vendor A s project manager do A Ask the legal department for advice on how to proceed B Ensure the transfer of ownership of the deliverables to the customer C Ensure all relevant documentation is updated D Negotiate with vendor B to provide subcontractor services 9 客戶決定更換信息技術(shù)服務(wù)提供商供應(yīng)商 A 客戶與供應(yīng)商 B 協(xié)調(diào)一項協(xié)議立即開始服 務(wù) 項目收尾前 供應(yīng)商 A 的項目經(jīng)理應(yīng)該怎么做 A 向法律部門尋求如何繼續(xù)的意見 B 確保向客戶轉(zhuǎn)讓可交付成果的所有權(quán) C 確保所有相關(guān)文檔已更新 D 與供應(yīng)商 B 協(xié)商提供分包商服務(wù) PMP 沖刺模擬沖刺模擬題題 10 A developer assigned to a task with a 10 day duration completes 50 of the task During a weekly status review session the project manager discovers that a team member wants to work overtime for three days to complete the task What is the task s earned value A 7days B 6 25days C 5days D 4days 10 分配到一個為期 10 天任務(wù)的開發(fā)人員完成了 50 的任務(wù) 在每周的狀態(tài)評審會議 項目 經(jīng)理發(fā)現(xiàn)團(tuán)隊成員希望加班工作三天來完成該任務(wù) 該任務(wù)的凈值是多少 A 7 天 B 6 25 天 C 5 天 D 4 天 11 A five year project reaches its half way point While the team performance is good the project manager is still concerned that the team motivation is low What should the project manager do to keep the team motivated A Document any issue in the project issue log B Ensure the project RACI chart is accurate C Use the Delphi technique D Complete a team performances assessment 11 一個為期五年的項目進(jìn)行到一半 雖然團(tuán)隊績效沒有問題 項目經(jīng)理擔(dān)心團(tuán)隊士氣低落 項 目經(jīng)理應(yīng)該怎么做才能保持團(tuán)隊受到激勵 A 在項目問題日志中記錄任何問題 B 確保項目的 RACI 圖準(zhǔn)確 C 使用德爾菲技術(shù) D 完成團(tuán)隊績效評估 12 A global project has several undefined conditions To understand the impact of What if scenario and to plan the mitigation of the uncertainties what technique should the project manager use A What if scenario analysis B Sensitivity analysis C Expected value analysis D Decision analysis 12 一個全球項目有多個未定義條件 若要理解假設(shè)的影響 以及規(guī)劃如何減輕不確定性因 素 而產(chǎn)生的影響 項目經(jīng)理應(yīng)使用什么技術(shù) A 假設(shè)情景分析 B 敏感性分析 C 預(yù)期價值分析 D 決策分析 PMP 沖刺模擬沖刺模擬題題 13 A hospital wants to implement a medical records system A project manager from a consulting firm will carry out the project charter Which of the following will the project manager need to carry out the project charter A Project statement of work and organizational process assets B Project statement of work and process improvement plan C Enterprise environmental factors and quality management plan D Business case and risk management plan 13 一家醫(yī)院希望實施一個病例系統(tǒng) 一家顧問公司的項目經(jīng)理將制作項目章程 項目經(jīng)理需 要下列哪一項來制作項目章程 A 項目工作說明書和組織過程資產(chǎn) B 項目工作說明書和過程改進(jìn)計劃 C 事業(yè)環(huán)境因素和質(zhì)量管理計劃 D 商業(yè)論證和風(fēng)險管理計劃 14 A new conference will be developed in two weeks Last year s conference experienced many issues However there are no lessons learned available The project manager of the coming conference will meet with the project team from last year s conference to examine the issues Which of the following should the project manager use during this process A Pareto chart B Flowchart C Fishbone diagram D Affinity diagram 14 一次新會議將在兩周內(nèi)召開 去年年底會議經(jīng)歷許多問題 但是 沒有可用的經(jīng)驗教訓(xùn) 項目 經(jīng)理將與去年會議的項目團(tuán)隊開會 檢查問題的根本原因 在這個過程中項目經(jīng)理應(yīng)使用 下列哪一項 A 帕累托圖 B 流程圖 C 石川圖 D 親和圖 15 A new industry standard impacts a project s execution The project manager discusses it with the project sponsor What type of influence does this represent A Organizational process B Change management C Risk management D Enterprise environmental factor 15 一個新的行業(yè)標(biāo)準(zhǔn)影響了項目執(zhí)行 項目經(jīng)理與項目發(fā)起人討論影響 這代表了哪種影響類 型 A 組織過程 B 變更管理 C 風(fēng)險管理 D 事業(yè)環(huán)境因素 PMP 沖刺模擬沖刺模擬題題 16 A new project manager compiles the stakeholder register for the process management and to review previous projects Which of the following is a reference for the stakeholder A Cross functional flowchart that shows all steps in the process management B Communications management plans within previous project record C Detailed charter of the new project D Customer survey data for the audit management process 16 為自動化審計管理流程以及審查之間項目的記錄 新項目經(jīng)理編制干系人記冊 項目經(jīng)理應(yīng) 該使用下面哪一項作為干系人登記冊的參考 A 顯示審計管理流程所有步驟的多職能流程圖 B 之前項目記錄中的溝通管理計劃 C 新項目的詳細(xì)章程 D 審計管理流程的客戶調(diào)查數(shù)據(jù) 17 A new sponsor takes over a project in the execution phase The sponsor directs project manager to stop approving the project resources timesheets Instead the sponsor assigned the task to another team member To re establish control what should the project manager do next A Organize a meeting with the sponsor to establish a new approval process B Follow the new sponsor s instruction and delegate the task to the team member C Refer the sponsor to the human resource management plan D Refer the sponsor to the authority provided in the project charter 17 一名項目發(fā)起人接管一個處于執(zhí)行階段的項目 項目發(fā)起人要求項目經(jīng)理停止審核項目 資 源列表 取而代之的是發(fā)起人想將該任務(wù)分配給另一組團(tuán)隊成員 若要重新確立控制權(quán) 項目經(jīng)理下一步應(yīng)該做什么 A 組織與項目發(fā)起人召開會議 確定新的批準(zhǔn)流程 B 遵循新項目發(fā)起人的指標(biāo) 將任務(wù)委托給團(tuán)隊成員 C 讓項目發(fā)起人參考人力資源管理計劃 D 讓項目發(fā)起人參考項目章程中提供的職權(quán) 18 A new team member joins a project Because the new team member does not have any previous risk management experience in the company the project manager ask that the team member review documents in the company s previous projects This is an example of leveraging which of the following A Infrastructure B Project management information systems C Organizational process assets D Enterprise environmental factors 18 一名新團(tuán)隊成員入項目 由于新團(tuán)隊成員之前在公司沒有任何風(fēng)險管理經(jīng)驗 項目經(jīng)理 要 求團(tuán)隊成員查看公司之前項目的項目文件 這是利用下列哪一項的實例 A 基礎(chǔ)實施 B 項目管理信息系統(tǒng) C 組織過程資產(chǎn) D 事業(yè)環(huán)境因素 PMP 沖刺模擬沖刺模擬題題 19 A project charter is approved While engaging with the stakeholders the project manager found that the project charter contains incomplete information Who is responsible for clarifying the details with the project manager A Project charter developer B Program manager C Project initiator or sponsor D Project management office 19 項目章程已批準(zhǔn) 接洽干系人時 項目經(jīng)理發(fā)現(xiàn)項目章程包含不完整的信息 誰應(yīng)該負(fù)責(zé) 為項目經(jīng)費澄清詳細(xì)情況 A 項目章程制定者 B 項 目群經(jīng)理 C 項目啟動者或者發(fā)起人 D 項目管理辦公室 20 A project ends prematurely To document the amount of work completed what should the manager do first A validate the scope process B perform project closure C conduct a past implementation review D close the contracts 20 項目提前結(jié)束 若要記錄完成的工作量 項目經(jīng)理下一步應(yīng)該怎么做 A 核實范圍過程 B 執(zhí)行項目收尾 C 開展實施后審查 D 合同收尾 21 A project has a fixed completion date From previous experience the customer is known to demand constant modifications to project deliverables which adds the risk of missing the deadline What should the project manager do to avoid this risk A Perform a risk analysis and send the results to the customer highlighting the reason of missing the deadline B Prepare a change management plan that require joint approval of changes and present it to stakeholders for approval C Prepare a schedule using the critical path method and present it to the customer demonstrating there is no float for changes D Inform the customer that no change will be accepted during the project unless a contract review takes place 21 一個項目擁有固定完工日期 從之前的經(jīng)驗看 該客戶不斷要求修改項目的可交付成果 這會增加無法滿足項目期限的風(fēng)險 為避免這個風(fēng)險 項目經(jīng)理應(yīng)該怎么做 A 執(zhí)行風(fēng)險分析并將結(jié)果發(fā)送給客戶 強(qiáng)調(diào)無法滿足項目期限的原因 B 規(guī)定一份變更管理計劃 要求聯(lián)合批準(zhǔn)變更 并將其提交給項目發(fā)起人批準(zhǔn) C 使用關(guān)鍵路徑法制定進(jìn)度計劃 并將其提交給客戶 證明沒有變更的浮動時間 PMP 沖刺模擬沖刺模擬題題 D 通知客戶項目期間不接受任何變更 除非進(jìn)行合同評審 22 A project has consistently missed the hand over date After assessing the situation the project manager realizes the poor performance is due to an unclear description of team member s responsibilities What should the project manager focus on first A Creating a RACI chart B Consolidating the headship team C Negotiating for new team members who are with stronger skills D Using reward and coercive power to motivate the team 22 一個項目錯過交付日期 在與項目團(tuán)隊評估該情況后 項目經(jīng)理發(fā)現(xiàn)團(tuán)隊成員的不良表 現(xiàn)是因為職責(zé)不夠明確 項目經(jīng)理首先應(yīng)該關(guān)注哪一項 A 創(chuàng)建 RACI 圖 B 鞏固領(lǐng)導(dǎo)團(tuán)隊的角色 C 協(xié)商獲得具有更技能的新團(tuán)隊成員 D 使用獎勵活強(qiáng)制權(quán)利激勵成員 23 A project is 40 complete To increase the team productivity and improve execution processes Which of the following should the project manager conduct A brainstorming session B risk audit C process optimization audit D quality audit 23 項目已完成40 若要提供團(tuán)隊生產(chǎn)力 改善流程的執(zhí)行 項目經(jīng)理應(yīng)該開展下列哪一項 A 頭腦風(fēng)暴會議 B 風(fēng)險審計 C 過程優(yōu)化審計 D 質(zhì)量審計 24 A project is 75 completed the customer requests an unexpected change of the project scope What should the project manager do next A Inform the project sponsor of the scope change B Accept the change request and update the project scope C Submit a change request to the change control board D Create a change management plan 24 在項目完成75 后 客戶要求對項目范圍進(jìn)行意料之外的變更 項目經(jīng)理接下來應(yīng)該怎么做 A 向項目發(fā)起人通知范圍變更 B 接受變更請求并更新項目范圍 C 向變更控制委員會提交變更請求 D 創(chuàng)建變更管理計劃 25 A project is ahead of schedule which the budget is overrun Which of the following could be the schedule and cost performance indices PMP 沖刺模擬沖刺模擬題題 A schedule performance index is 1 20 and the cost performance index is 1 15 B schedule performance index is 1 10 and the cost performance index is 0 09 C schedule performance index is0 95 and the cost performance index is 0 85 D schedule performance index is 0 90 and the cost performance index is 1 10 25 某項目進(jìn)度超前 但是預(yù)算超支 下列哪一項可能是項目進(jìn)度和成本績效指數(shù) A 進(jìn)度績效指數(shù)為 1 20 成本績效指數(shù)為 1 15 B 進(jìn)度績效指數(shù)為 1 10 成本績效指數(shù)為 0 09 C 進(jìn)度績效指數(shù)為 0 95 成本績效指數(shù)為 0 85 D 進(jìn)度績效指數(shù)為 0 90 成本績效指數(shù)為 1 10 26 A project is delayed because one item in the equipment specification has been ignored It will require a longer lead time to catch up To avoid this situation the project manager should have done which of the following in project planning A prepare a contingency plan B selects a more reliable supplier C spend more efforts on the process of risk identification D ensure that the item is a not on the critical path 26 由于一臺設(shè)備設(shè)計規(guī)格中的某一項被忽略了而導(dǎo)致項目延期 而趕制此項需要更長的交貨期 為避免這種情況的發(fā)生 項目經(jīng)理在項目規(guī)劃期間應(yīng)完成下列哪一項 A 制定應(yīng)急計劃 B 選擇更為可靠的供應(yīng)商 C 在識別風(fēng)險過程上花費更多的努力 D 確保該項不在關(guān)鍵路徑上 27 A project is instantiated within a company that has a matrix organizational structure and the project manager has not hiring authority Which of the following should the project manager do to create a project tea A Network with the company s management B Neonate with functional managers C Persuade team members to join the project D Communicate with the project sponsor 27 一個項目在擁有矩陣式組織結(jié)構(gòu)的公司中啟動 沒有招聘權(quán)限的項目經(jīng)理可以通過以下哪種 方式獲得項目團(tuán)隊 A 與公司管理層交流 B 與職能經(jīng)理協(xié)商 C 勸說團(tuán)隊成員加入項目 D 與項目發(fā)起人溝通 28 A project is to upgrade a company s accounting application The project manager reports the project s status and the remaining activities weekly by email A key user of the application complains that the application outages are affecting their work performance What should the project manager do next A Continue working on the planned activities B Report the key user s complaints to the supervisor PMP 沖刺模擬沖刺模擬題題 C Review and update the stakeholder analysis to include this key user D Review the stakeholder analysis and inform all stakeholders to include the key users to all emails 28 在升級公司的會計應(yīng)用程序項目中 項目經(jīng)理每周發(fā)送一次有關(guān)項目狀態(tài)以及后續(xù)活動 的電子郵件 該應(yīng)用程序的一位關(guān)鍵用戶抱怨應(yīng)用程序停用影響他們的工作績效 項目經(jīng)理 下一 步應(yīng)該做什么 A 按照計劃活動繼續(xù)工作 B 向主管報告關(guān)鍵用戶的情況 C 審查干系人分析并更新以包含該關(guān)鍵用戶 D 審查干系人分析并通知所有干系人將該關(guān)鍵用戶包含在所有電子郵件中 29 A Project manager completes three months of work with a cost variance of 3 000 Which of the following does the earned value analysis show A Favorable the project is performing more efficiently than planned B Unfavorable the project is performing less efficiently than planned C Favorable the project is ahead of schedule D Unfavorable the project is behind of schedule 29 項目經(jīng)理完成三個月的工作 成本偏差為 3 000 美元 凈值分析顯示下列哪一項 A 有利 項目的執(zhí)行效率比計劃高 B 不利 項目的執(zhí)行效率比計劃低 C 有利 項目提前于速度 D 不利 項目落后與速度 30 A project manager determines that implementing the project using subcontract is more beneficial than performing the project in house What process will ensure that team performance meets the agreed upon requirements A Plan Procurement Management B Conduct Procurements C Control Procurements D Close Procurements 30 項目經(jīng)理確定使用分包商執(zhí)行項目將比內(nèi)部執(zhí)行項目更有利 什么過程將確保團(tuán)隊績效符合 約定需求 A 規(guī)劃采購管理 B 實際采購 C 控制采購 D 結(jié)束采購 31 A project manager distributes a weekly project status report to the sponsor Which of the following should be included in the report A Project organization chart B Detailed risk analysis C Team training programs D Percent of work completed 31 項目經(jīng)理向發(fā)起人分發(fā)一份每周下列狀態(tài)報告 報告中應(yīng)包含下列哪一項 PMP 沖刺模擬沖刺模擬題題 A 項目組織圖 B 詳細(xì)的風(fēng)險分析 C 團(tuán)隊培訓(xùn)計劃 D 已完成工作百分比 32 A project manager documents a client s high level requirements for a new system development project During these discussions the project manager realizes that they each have different understanding of the requirements What should the project manager do next A Wait until the client decides what they want B Write a report explaining the client s requirements as the project manager understood C Schedule a meeting with the client to clarify the requirements D Proceed with the project as understood 32 項目經(jīng)理記錄一個客戶的新系統(tǒng)開發(fā)項目高層次需求 討論過程中 項目經(jīng)理意識到客戶都 對需求有不同的理解 項目經(jīng)理接下來應(yīng)該怎么做 A 等待客戶決定他們想要的是什么 B 編寫一份報告 按項目經(jīng)理的理解解釋客戶的需求 C 安排一次與客戶的會議 澄清需求 D 繼續(xù)按照理解執(zhí)行項目 33 A project manager has an idea for a new service which will enable their company business within a new market segment After consultations networking market analysis and project assessment the project manager believes there is a foundation to further define the new service What should the project manager do next A Identify risk B Collect requirements C Define the high level scope D Create the work breakdown structure 33 項目經(jīng)理對一項新服務(wù)有個創(chuàng)意 能讓其公司在一個新細(xì)分市場中開展業(yè)務(wù) 經(jīng)過咨詢 聯(lián) 網(wǎng) 市場分析和項目評估后 項目經(jīng)理認(rèn)為存在進(jìn)一步定義該項新服務(wù)創(chuàng)意的基礎(chǔ) 項目 經(jīng)理接下來應(yīng)該怎么做 A 識別風(fēng)險 B 收集要求 C 定義高層次范圍 D 創(chuàng)建工作分解結(jié)構(gòu) 34 A project manager invites an engineer with experience to an initiation meeting to discuss documented historical limitations and constrains Which of the following organizational assessor does the project manager use A Subject matter expert B Enterprise environmental factors C Lessons learned D Expert judgment PMP 沖刺模擬沖刺模擬題題 34 項目經(jīng)理邀請一名有經(jīng)驗的工程師出席項目啟動大會 討論記錄的歷史限制和制約的因 素 項目經(jīng)理使用的是下列哪一項組織資產(chǎn) A 主題專家 B 事業(yè)環(huán)境因素 C 經(jīng)驗教訓(xùn) D 專家判斷 35 A project manager is asked to perform a cost benefit analysis for two potential project Project A costs US 1 2billion with potential benefit of US 6 billion and future operation cost of US 1 5 billion Project B costs US 1 4 billion with potential benefit of US 7 billion and future operation cost of