PMP模擬題六分析

1、PMP模擬題（六）1、項目管理方法論在國際范圍內(nèi)被廣泛應(yīng)用，當(dāng)誰認同和接受這些方法時，最有利于實現(xiàn)項目目標？Project management methodology is used internationally; project will achieve aimness best whenit is agreed upon or accept by?A:項目經(jīng)理Project managerB:項目團隊Project teamC:職能經(jīng)理Functional managerD:項目發(fā)起人Project sponsor2:在制定項目章程的過程中，項目經(jīng)理確認了許多可能性很高的風(fēng)險，并認為項

2、目將會失敗。適當(dāng)?shù)南?一步措施是什么？During the development of the project charter, the project manager identifiesmany highly probablerisks and believes the project will fall. What is an appropriate next step?A:停止為項目工作，因為風(fēng)險太高Stop working on the project as the risk is too highB:停止制定項目章程，開始制定風(fēng)險管理計劃Stop working on the p

3、roject charter and start work on the risk management planC:繼續(xù)制定項目章程，并開始制定風(fēng)險管理計劃Continue working on the project charter and start work on the risk management planD:繼續(xù)制定項目章程，然后與項目干系人一起審查項目章程Continue working on the project charter then review it when it with the stakeholders3:在制定項目管理計劃之前，應(yīng)該確定下述哪項內(nèi)容 ？Wh

4、ich of the following should be determined before developing project management plan?A:項目計劃更新Project plan updatesB:干系人技能和知識Stakeholder skills and knowledgeC:工作授權(quán)系統(tǒng)Work authorization systemD:制約因素和假設(shè)條件Constraints and assumptions4：在項目執(zhí)行過程中，你被任命為項目經(jīng)理。項目各項指標都在基線的允許范圍內(nèi)，如果客戶對項目績效不滿意，你首先應(yīng)該做什么？You are assigne

5、d project manager in executing project; the project is in control on baseline, if customers are not satisfied with the performance, then what you should do firstly?A:與項目團隊一起討論Discussing with project teamB：重新計算基線Baseline revisedC:重新商談合同Contract RenegotiationD:與客戶見面Meeting with customers5:項目經(jīng)理將項目計劃給利益

6、相關(guān)者，并且獲得他們的支持。后來，一個利益相關(guān)者說詳細的交流計劃需 要改變。項目經(jīng)理和利益相關(guān)者討論這個計劃，他們也同意項目經(jīng)理給出的調(diào)整建議。接下來，項目經(jīng)理 應(yīng)該怎么做？A project manager presents the project plan to key stakeholders, citers stakeholder input, and obtains approvals. Later, a stakeholder says that a detail in the communications plan reeds to be changed, The project

7、 manager discusses it with stakeholder and they agree to the suggested changes.What should the project manager do next?A:創(chuàng)建附屬文件中的溝通管理計劃Create subsidiary documents in the communications management plan.B:制定一個變更請求，并提交給變更控制委員會Generate a change request and submit it to the change control board.C:項目計劃不變，

8、與之前利益相關(guān)者批準的保持一致Keep the project plan as it has been approved by stakeholders.D:更改交流計劃，并請求利益相關(guān)方的批準Change the communicatio ns plan and request stakeholders ' approval.6:項目整合管理應(yīng)該發(fā)生在哪個階段？Which process is integration management performed?A:項目規(guī)劃階段Project planningB:項目執(zhí)行階段Project executingC:在關(guān)鍵接口點At key

9、 interface pointsD:在項目管理的每個階段結(jié)束At the end of each project management phase7：由于員工缺乏培訓(xùn)和適當(dāng)?shù)纳a(chǎn)控制，生產(chǎn)過程中發(fā)現(xiàn)了錯誤需要返工解決。返工成本為$250,000。其中員工負有責(zé)任的成本為Due to a lack of an employee training and proper production control, defects in a production run caused rework which cost the company $250,000. How much of this cos

10、t is directly attributable to the employees on the production line?A： 7500075000B: 3750037500C: 212500212500D: 1450001450008:團隊項目經(jīng)理對項目或組織有關(guān)的技術(shù)知識知之甚少。項目經(jīng)理最有可能依賴于哪一類型的權(quán)力？The team' s project manager has little technical knowledge about the project or the organization.On which type of power is the p

11、roject manager MOST LIKELY to rely?A:強制型CoerciveB:獎勵型LegitimateC:潛示型ReferentD:法定型Delegated9:矩陣型組織需要應(yīng)對雙重焦點的外部壓力， 和具備高信息處理能力的壓力。Situations calling for a matrix organization include outside pressure for dual focus, andpressure for high information processing capabilityA:職責(zé)明確的壓力Pressure for clear accoun

12、tabilityB:減少重復(fù)工作的壓力Pressure for reduced duplication of effortC:資源共享的壓力Pressure for shared resourcesD:形式化溝通的壓力Pressure for formalized communication10: 一家咨詢公司獲得一個大型信用卡處理系統(tǒng)改進項目。在過去已經(jīng)有兩個大型項目未能按預(yù)算交付預(yù)期產(chǎn)品的情況，為避免再次發(fā)生這種失敗，該咨詢公司應(yīng)該在項目初始階段采取哪種方法？A consulting firm was awarded a mega credit card processing system

13、 revamping project. Having failed to deliver the expected product within budget the last two mega projects, what approach should the consulting firm take in the initial stages of the project to avoid past failures?A:允許雇員加班工作Allow employees to work overtime.B:將其最好員工從較小的項目調(diào)進大型項目中Move its best employee

14、 from smaller projects to this mega oneC:將項目分成一個多階段項目Divide the project into multi-phases projectD:在海外市場雇用額外技術(shù)工人Hire additional technical employees from oversea market11: 一個項目經(jīng)理最近獎勵并晉升了一個雇員，只有非常小的工資增加量，但是充分地賦予了更多責(zé)任。項目經(jīng)理看上去喜歡滿足雇員的 需要。A project manager recently rewarded an individual with a promotion

15、that carried with it a verysmall salary increase but substantially more responsibilityThe project manager appears to beappealing to the employee's needA:金錢MonetaryB：生理PhysiologicalC:尊重EsteemD:自我實現(xiàn)Self-actualization12:項目經(jīng)理最有可能面臨的人員問題發(fā)生在什么時候？When does project manager most likely face personnel pro

16、blem?A:提交項目報告時Submitting project reportB：客戶來訪期間Customer visitingC:項目交界點上The project stage pointD:設(shè)計審核會議期間Designing project review meetings正確答案：C13:質(zhì)量能為公司帶來什么效益？What benefits can quality bring to a company?A:風(fēng)險應(yīng)對、經(jīng)驗教訓(xùn)、風(fēng)險監(jiān)控和認同Risk response, learning, risk monitoring, and identificationsB:優(yōu)質(zhì)項目、優(yōu)質(zhì)產(chǎn)品和客戶滿

17、意度Quality project, quality product and customer satisfactionC:客戶滿意度、定性風(fēng)險分析和定量風(fēng)險分析customer satisfaction, quality risk analysis, and quantitative risk analysisD:質(zhì)量、成本降低和風(fēng)險控制Quality, cost reducing, and risk control14:下列哪項是正確的？Which of the following is true？A: 一個有經(jīng)驗的項目經(jīng)理會避免含有不確定性的項目An experienced Projec

18、t Manager will avoid project that contain uncertaintyB:在實際決策和批準項目進行之前可以有一個項目生命周期階段There can be a project life cycle stage before the actual and approval to proceed with the projectC:項目在接近結(jié)束時的風(fēng)險總是最高Risk is always highest toward the end of a project when time is running outD:因為所交付的產(chǎn)品或服務(wù)需要支持，所以一個項目沒有真正

19、的結(jié)束A project doesn ' t really finish because the product and/or services that were delivered need supporting15:某家公司有一些項目，即項目A, B, Q這些項目是根據(jù)公司的目標，按照一套相同的標準劃分優(yōu)先順序。項目B的優(yōu)先級較高，因為它將會擴大公司的市場份額，減少對不可靠供應(yīng)商的依賴性。這是在執(zhí)行 什么活動？A company has a collection of projects, A, B and C. These projects are prioritized acr

20、oss a commonWhat activityset of criteria based on the company ' s objectives. Project B has high priority because it will increase the company; s market share and reduce dependency on unreliable suppliers.is being performed ?A：獲得市場份額Capturing market shareB:項目組合管理Portfolio managementC:項目啟動Initiat

21、ing a projectD:項目集管理Program management16:在制定項目計劃的早期階段，項目經(jīng)理的領(lǐng)導(dǎo)方式是：In the early stage of establishing the project plan, the leadership of the project manager should be:A:教練CoachingB:支持SupportingC:授權(quán)AuthorizationD:指揮Directing17:民主管理方式的缺點是：The shortcoming of democratic management style is:A:難以快速決策Diffic

22、ult to achieve decisions quicklyB：多數(shù)原則不一定產(chǎn)生合適的解決方案the majority rule doesn't always produce appropriate solutionC:如果在項目團隊對有錯誤的成員進行投票，則產(chǎn)生錯誤決策When vote for wrong members in the project team, wrong decision-making will followD:以上都是All of the above18: 了解光環(huán)效應(yīng)非常重要，因為有這樣一種趨勢：Understanding the Halo effec

23、t is very important, because there is such kind of tendency:A:內(nèi)部提拔The interior promotion B：聘用最優(yōu)秀的 Hires the bestC:提拔那些在某技術(shù)領(lǐng)域優(yōu)秀的人作為項目經(jīng)理Promotes those who excel at respective area of technology to be project managers D:提拔那些受過項目管理培訓(xùn)的人作為項目經(jīng)理Promotes those who have had project management training experie

24、nce to be project managers19:項目經(jīng)理相信，管理的最佳方式是在團隊中形成良好的、和諧的工作關(guān)系 ，高效團隊將隨后而來。從 而帶來高績效。項目經(jīng)理可被定義為一個 經(jīng)理。A project manager believes that the best way to manage is to form a good, harmonious working relationship with the team, and high performance will follow . The project manager could be defined as a manag

25、erA： 1,9 1, 9 B： 9, 1 9, 1 C: 1,1 1, 1 D： 9, 9 9, 920: 一家連鎖店的項目經(jīng)理目前正考慮在地點A或地點B開一間新店。項目經(jīng)理給出以下信息：項目地點A:投資回報期為18個月，凈現(xiàn)值為-250。項目地點B:投資回報期為24個月，凈現(xiàn)值為300。項目經(jīng)理將會 向選擇委員會推薦哪個項目？The project manager of chain of stores is considering opening a new store in either location A or location B. The project manager deli

26、vered the following information.Project location A: payback period is 18 months, NPVis -250.Project location B: payback period is 24 months, NPVis 300.Which project would be recommended to the selection committee by the project manager?A:項目地點A,因為投資回報期比項目地點B短Project location A, because the payback pe

27、riod is shorter than the payback for project location BB:項目地點B,因為凈現(xiàn)值為正數(shù)Project location B, because it ' s NPV is a positive numberC:項目地點A,因為凈現(xiàn)值為負數(shù)Project location A, because it ' s NPV is a negative numberD:項目地點B,因為投資回報期比項目地點 A長Project location B, because it ' s payback period is greater

28、 than the payback period21:你收到客戶通知，他們公司對于你們產(chǎn)品的設(shè)計標準有點問題將會影響到整個系統(tǒng)。如果這真的發(fā)生 了將會對你的項目產(chǎn)生大麻煩?？蛻粢粋€星期之后來與你討論你的團隊能否在這方面返工。過去與這位客 戶都是非正式的交流，而這次他要一個正式的會議。你將如何準備這個會議？Your client informs you that his company has a problem with the current design specification ofyour product and how it will interface to existing s

29、ystemsIf this occurs, it could be a majorproblemproblem for your project The client is coming to your office in one week to discuss the to see what your team can do to overcome the setbackAll previous meeting ware informal withthis client, but this time he wants a formal meetingWhat should you do to

30、 prepare for thismeeting?A：更新進度計劃并且采取一個被動的角色，因為客戶沒有告訴你這個潛在問題的細節(jié)是什么Update the schedule and assume an inactive role since the client has not given you the specifics of the potential problemB:確認你的團隊已經(jīng)提高了生產(chǎn)率，讓客戶看到你們是多么的有效率Make sure that the team has increased productivity so the client can see how effic

31、ient you team is performingC:通知團隊成員讓他們準備一份討論議題Assemble the team and ask them to prepare an agenda for topics to discussD:明確每一個成員有他們準備任何議題及所需計劃的任務(wù)Make sure that each team members have their assignments in preparation for any topics and needed plans22:有關(guān)面向可交付成果的層次結(jié)構(gòu)分解，下列哪種說法是正確的？Which statement about

32、a deliverable-oriented hierarchical decomposition is true?A:所有可交付成果都具有不同的分解層次All deliverables have different hierarchical decomposition levelsB:所有可交付成果都具有最大的分解層次All deliverables have highest hierarchical decomposition levelC:不同可交付成果可以具有不同的分解層次Different deliverables can have different hierarchical de

33、composition levelsD:所有可交付成果都具有相同的分解層次All deliverables have same hierarchical decomposition level23:客戶滿意度是下列哪一個部分的組成因素：Of which part of the following is customer satisfaction?A：客戶管理customer managementB：質(zhì)量管理quality managementC:范圍管理scope managementD:溝通管理communication management24:您的項目團隊遇到一個任何成員以前都未遭遇過的

34、問題。您需要為可能的解決方案出謀劃策。您愿意 使用下列哪種工具？Your project team has encountered a problem never before encountered by any team member. You need to generate possible solution. Which tool or technique below would you use?A:思維導(dǎo)圖Mind-mappingB:掙值分析Earned value analysisC:主生產(chǎn)進度規(guī)劃Master production schedulingD:時序劃分Time-ph

35、asing25:識別風(fēng)險中最常用的技術(shù)是什么？which technology is usually used in identifying risks？A:資源直方圖Resources histogramB:帕累托圖Pareto ChartC:散點圖Scatter chartD:德爾菲技術(shù)Delphi technique method26: 一個組織正在考慮開發(fā)并使用一個成熟模型進行項目管理。使用這種模型的主要原因是什么？An organization is considering developing and using a maturity model for project manag

36、ement. What is the major reason for using this type of model?A:幫助組織改善項目過程和系統(tǒng)Help the organization improve its project processes and systemsB：符合政府法規(guī)Satisfy governmental regulationsC:符合財務(wù)制度Satisfy financial regulationsD:幫助組織在全球市場競爭Help the organization compete in the global marketplace27:你作為項目經(jīng)理管理著來自許

37、多不同國家的項目組成員，為了管理不同的文化，你應(yīng)該怎么辦？You are the project manager managing resources who are working in many different countries. In order to manage the different culture, what would you do?A:忽略這些國家存在的文化差異Ignore the cultural differencesB:準備一份適用于所有成員的行為標準指南Prepare a guideline for standard behavior applicable

38、to all membersC:鼓勵團隊成員尊重文化上的差異Encourage members to respect for the cultural differencesD:向他們講解你自己國家的文化，以便符合你公司的政策Teach them the culture of your own country in order to meet your company' s policy28:什么時候開始識別項目關(guān)鍵制約因素 ？When are key project constraints documented?A:在定義活動階段During definition activityB

39、:在計劃編制階段During planningC:在項目啟動階段During initiationD:在項目啟動會議上At the kick-off meeting29:由于還有未解決的問題，項目經(jīng)理十分擔(dān)心項目的可行性。項目經(jīng)理接下來應(yīng)該怎么做？Due to outstanding issues, the project manager is concerned about the viability of the project.What should the project manager do next？A:向管理層溝通問題Communicate the issues to manag

40、ementB:探討問題的不同解決方案Explore various solutions to the issueC:創(chuàng)建變更請求Create change requestsD:記錄并量化風(fēng)險，并與干系人溝通Document and quantify the risks and communicate it to stakeholders30:項目經(jīng)理開始管理一個新項目，并著手準備項目啟動會議上的幻燈片演示文稿。項目經(jīng)理對演示什么 內(nèi)容甚是憂慮。下列哪一項內(nèi)容不應(yīng)包含在項目經(jīng)理的演示文稿中？The project manager is starting a new project and is

41、preparingthe kick-off presentation slides.The project manager is worried about what informationput in the presentation. Which item shouldthe project manager discard from their presentation?A:項目計劃好的活動Project scheduled activitiesB:不同項目階段的資源分派Resource assignments for the different project phasesC:與項目實施

42、有關(guān)的風(fēng)險Risks associated with project implementationD:經(jīng)驗教訓(xùn)Lessons learned31:高級管理層將項目經(jīng)理分派到一個國際開發(fā)項目上。項目發(fā)起人提供文件，作為編制項目章程的依據(jù)。項目經(jīng)理擁有工作說明書、合同、組織過程文件以及其它文件。項目經(jīng)理下一步應(yīng)該怎么做？Senior management assigns the project manager to an international development project. The projectsponsor provides documents as input to deve

43、lop the project charter. The project manager has the statement of work, business case, contract, organizational process documents, as well as other documents.What should be the next stop for the project manager?A:整理所有文件，將利用他們作為編制項目章程的依據(jù)Consolidate all the documents and use them as input to the proje

44、ct charter.B:將獎勵集中在最重要的文件上，僅把這些文件作為依據(jù)Concentrate on the most important documents and use only these documents as inputC:使用專家判斷技巧，評估所有依據(jù)文件Use the technique of expert judgment to assess all of the input documentsD:使用石川圖來驗證文件Use an Ishikawa diagram to caudate the documents32:啟動實施項目新系統(tǒng)時會遇到麻煩，由于對項目可交付成果的

45、討論廣泛且矛盾。項目經(jīng)理離開公司，一個新的項目經(jīng)理接手這個任務(wù)。那么新的項目經(jīng)理首先應(yīng)該采取什么行動？A project to implement a new system has trouble launching due to extensive and contradictory discussions regarding the project deliverables. The project manager leaves the company, and a new project manager is assigned to the task.What should be the

46、 first action for the new project manager?A：正式確定項目管理計劃，并傳達給相關(guān)利益方Formalize the project management plan and communicate this to relevant stakeholdersB:擴大項目發(fā)起人，并請求支持處理正在進行的討論Escalate to the project sponsor and request support in handling the ongoing discussions.C:制定工作分解結(jié)構(gòu)，并傳達給所有利益相關(guān)者Develop a work brea

47、kdown structure and communicate this to all relevant stakeholders.D:形成一套完整的項目章程，并且能夠得到項目發(fā)起人和關(guān)鍵利益相關(guān)者的支持Formalize a project charter and request approval from the sponsor and key stakeholders.33:若要產(chǎn)生項目的初步概要定義，供項目業(yè)主和參與者規(guī)劃和衡量項目是否成功，下列哪一項是其中必 要過程？What is the process necessary for producing a preliminary h

48、igh level definition that will be used by the project owner and project participants for planning and project success？A:制定項目工作說明書Developing project statement of workB:制定項目章程Developing project charterC:制定WBSDeveloping WBSD:收集需求Gathering requirement34:項目團隊正從客戶和項目干系人那里收集所有需求和項目范圍。負責(zé)該項目的項目經(jīng)理正在嘗試完成項目章程。項

49、目經(jīng)理應(yīng)該使用下列哪一項工具和技術(shù)？The project team is collecting all the requirements and scope from the customer and stakeholders.The project manager in charge of the project is trying t complete the chart.What tool and technique should the project manager use？A:范圍分析Scope decompositionB:專家判斷Expert judgmentC:排列活動順序

50、Activity sequencing D：項目進度安排 Project scheduling 35: 一家跨國公司希望擴張組織。其擴張計劃的其中一部分包括在選定地理位置建立一系列分支機構(gòu)。項 目發(fā)起人已經(jīng)草擬了項目章程，現(xiàn)在正在尋求項目經(jīng)理的幫助，最終確定項目章程的內(nèi)容。以下是當(dāng)前版 本項目章程的摘錄。項目章程摘錄：總體目的，擴大公司在成長市場的影響力，向私人客戶提供更多的本 地接入服務(wù)。目標：-建立多個分支機構(gòu)。-增加私人客戶的數(shù)量-提供一系列服務(wù)。高層次風(fēng)險：-對當(dāng)?shù)貤l件、和法規(guī)的認識有限-快速發(fā)展的不穩(wěn)定市場-大量競爭對手都在關(guān)注相同的機會。為了提高驗收成功的機會，我們應(yīng)該怎么樣來進一

51、步完善項目章程呢？An international company is locking to expand its organization. Part of this expansion plan includes establishing a series of branch offices in selected geographical locations. The project charter has been drafted by the sponsor .who is now seeking the project managed s help finalizing the

52、content. Below is an excerpt of the current version of the charter.Project charter excerpt:Overall purpose; expand the company s presence in growing marking market s and offer more local access to private customers.Objectives:-Establish a number of branch offices.-Increase the number of private cust

53、omers-Offer a range of services.High level risks:-Limited knowledge of local conditions, rules and regulations-A rapidly developing unstable market-Large number of competitors looking at the same opportunities.What should be further improved in the project charter to increase the chances of a succes

54、sful completion and acceptance?A：明確該項目的目的，以更好的明確總體目標Improve the project ' s purpose to clarify the overall goal B:制定一套完善的風(fēng)險應(yīng)對策略Improve the risks by developing a set of clear risk response strategies C:改進目標，明確每個人的措施和方法Improve the objectives and add definitive measure to each of them D:撇開章程，而是轉(zhuǎn)換到項

55、目管理計劃上Leave the charter and start converting this into a project management plan36:尋求項目計劃獲得批準之前，項目經(jīng)理準備了一份干系人分析，項目經(jīng)理應(yīng)該識別下列那一項？ Before seeking endorsement of the project plant, the project manager prepares a stakeholder analysis. Which of the following should the project manager identify?A:傳達項目計劃的方法或技

56、術(shù)Methods or technologies to be used convey the project plan B:每位識別的干系人參與度Level of participation for each identified stakeholderC:根據(jù)判斷和專業(yè)知識識別干系人Stakeholders according to their judgment and expertiseD:干系人的角色，興趣，期望和影響Roles, interests, expectations, and influence of the stakeholders37:項目經(jīng)理在與項目干系人一起評審項目章

57、程。該過程的下一步是什么？The project manager reviews the project chanter with the stakeholders. What is the step of the process?A：獲得項目章程批準Gain project charter approvalB:制定工作分解結(jié)構(gòu)Develop the work breakdown structureC:組建項目團隊Form the project termD:制定項目初級說明書Develop the preliminary scope statement38:某一特殊的干系人以多次發(fā)起變更而聞名。項目之初，項目經(jīng)理可以通過何種方法避免此情況發(fā)生：A particular stakeholder has a reputation for making many changes on projects. What is the BEST approach a project manager can take at the beginning of the