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1、請準備一張紙和一支筆,開始做題吧!堅持就是勝利! !I. You have bee n assig ned as project man ager on what could be a "bet thecompany" project.If the projectis successful,management will becarrying you around on a sedan chair, if it fails, you will be in theunemployment line. You realize that to be successful you

2、need to exercise maximum control over project resources. Which form of project orga ni zati on should you establish for this project?A. Strong matrixB. ProjectizedC. Project coordi natorD. Weak matrix1. 你負責管理的一個項目, 這個項目對你來說是成敗在此一舉。如果項目成功,那么你的前途無量;如果項目失敗,那么你就要被炒魷魚。 你意識到:為了使項目成功,你必須對項目資源具有最大程度的控制。那么你預

3、備建立哪一種項目組織形式來達到你的目的A. 強矩陣B. 項目型C. 項目協(xié)調人D. 弱矩陣2. Your project is man aged un der a projectized orga ni zati on .It has justen tered closure. Un der the circumsta nces, which of the follow ing shouldbe your GREATEST concern?A. Sett ing yourself up to take over a large multi-year projectB. The team is

4、not focused on completi ng the project.C. You will have extra pressure from the customer.D. Making sure your man ager knows the project is almost completed2. 你的項目在項目型組織中執(zhí)行,現(xiàn)在剛進入收尾階段,在這種情形下你最應 該關注的是:A. 讓自己能接受一個大的多年度的項目B. 這個團隊重心不在完成這個項目上C. 你會受到來自客戶的額外壓力D. 確定你的經理知道這個項目已幾乎完成3. You have bee n assig ned t

5、o a project in which the objectives are to direct customer calls to an In teractive Voice Resp onse system before being conn ected to a live age nt. You are in charge of the media com muni cati ons for this project. You report to the project man ager in charge of this project and the VPof marketing,

6、 who share responsibility for this project. Which orga ni zati onal structure do you work in?A. Functional orga ni zatio nB. Weak matrix orga ni zati onC. Projectized orga ni zatio nD. Bala need matrix orga ni zati on3. 你參與一個項目,該項目目標是在客戶的電話在未被連接到代理之前,將其 接到一個交互式的語音回應系統(tǒng)。你主要負責該項目的信息溝通.你需要向該項 目的項目經理和市場

7、VP(與項目經理共同分享項目的權限和職責)匯報工作。 你所工作的機構屬于下列哪種組織形式?A. 職能組織B. 弱矩陣組織C. 項目化組織D. 平衡矩陣組織4. What is not true of project life cycle phases?A. They are gen erally seque ntialB. They cannot overlapC. They defi ne what deliverables are producedD. They invo Ive han doffs to other phases4. 關于項目生命期各階段的描述哪個是不正確的?A. 它們通

8、常是順序的B. 它們不能夠重疊C. 它們定義了將產生何種可交付成果D. 它們涉及從某個階段到另一個階段的交接5. The major differe nee betwee n the project coord in ator and projectexpeditor forms of orga ni zati on is thatA. Strong commitment to the project usually does not exist in the project expeditor form of orga ni zati onB. The project coord in at

9、or cannot pers on ally make or en force decisi onsC. The project expeditor acts only as an intermediary between management and the project teamD. The project coord in ator reports to a higher-level man ager in theorga ni zati on5. 項目協(xié)調者類型和項目促進者類型的組織形式之間主要區(qū)別在于:A. 在項目促進者類型的組織形式中,員工們通常對項目沒有比較穩(wěn)固的承諾B. 項目

10、協(xié)調者通常不能以個人名義做出或執(zhí)行項目決策C. 項目促進者只是作為管理層和項目團隊之間的媒介存在D. 項目協(xié)調者負責向組織中更高層的經理人員進行報告6. Project A is being administered using a matrix form of organization.The project man ager reports to a senior vice preside nt who providesvisible support to the project. In this scenario, which of the following stateme nts b

11、est describes the relative power of the project man ager?A. The projectmanager will probably not be challenged by projectstakeholders.B. In this strong matrix, the balance of power is shifted to the functional line man agers.C. In this tight matrix, the bala nce of power is shifted to the projectman

12、 ager.D. In this strong matrix, the balance of power is shifted to the projectman ager.6. A項目通過一個組織矩陣進行管理。項目經理向一位高級副總裁匯報工作,后者對項目提供實際的幫助。在這種情況下,以下哪個陳述最好地說明了項目經理的相對權力?A. 項目經理很可能不會受到項目干系人的責難B. 在這個強矩陣中,權力的平衡傾向于職能經理C. 在這個緊密矩陣中, 權力平衡傾向于項目經理D. 在這個強矩陣中, 權力平衡傾向于項目經理7. At what point in the project would stake

13、holders have the most ability to in flue nee the final outputs of the project product?A. Impleme ntatio nB. Developme ntC. Con ceptD. Close out7. 在項目的什么階段,干系人對項目的最終產品影響能力最強?A. 執(zhí)行B. 開發(fā)C. 概念D. 收尾8. An organization is going through an evolution phase of restructuring the way it does projects. In a shif

14、t from a weak matrix organizationto a strong matrix organization, the power is shifted from:A. Project man ager to fun cti onal man ager.B. Expeditor to coord in ator.C. Fun cti onal man ager to project man ager.D. Fun cti onal man ager to spon sor.8. 一個組織正處于調整其從事項目工作方式的發(fā)展階段。從弱矩陣組織到強矩 陣型組織的轉換中,權利的轉移

15、是從A. 項目經理到職能經理B. 督辦員到協(xié)調員C. 職能經理到項目經理D. 職能經理到出資人9. In a projectized organization the project team:A. Reports to many bosses.B. Has no loyalty to the project.C. Will not always have a home.D. Will be less interested in the project.9. 在項目型組織中,項目團隊A. 向很多老板匯報B. 對項目不忠誠C. 不是一直都有“家”D. 對項目工作不感興趣10. Which typ

16、e of orga ni zati on is BEST for managing complex projects involving cross-disciplinary efforts?A. ProjectizedB. FunctionalC. Li neD. Matrix10. 在管理跨越多個部門的復雜項目時,下列哪種組織類型最有效?A. 項目型B. 職能型C. 部門型D. 矩陣型11. In which orga ni zati on project member feel most an xiety at clos ing phase?A. FunctionalB. MatrixC

17、. ProjectizedD. Strong Matrix11. 在哪種組織中,項目成員在項目收尾階段最為焦慮?A. 職能型B. 矩陣型C. 項目型D. 強矩陣型12. In matrix organizational structures, the primary condition leadingto con f1ict isA. Communi cati on barriersB. Conflicting interestsC. Need for consen susD. Ambiguous jurisdict ions12. 在矩陣組織結構中,導致沖突的主要情況是:A. 溝通障礙B.

18、相互沖突的利益C. 需要統(tǒng)一意見D. 管轄模糊13. The highest risk impact gen erally occurs duri ng which of the followi ng project life cycle phases?A. Con cept and pla nningB. Pla nning and impleme ntati onC. Impleme ntatio n and closeoutD. Con cept and closeout13. 在以下哪個項目生命周期階段風險的影響最大?A. 構思和規(guī)劃B. 規(guī)劃和執(zhí)行C. 執(zhí)行和收尾D. 構思和收尾14

19、. In which kind of organization structure, does the project expeditorappear?A. Matrix orga ni zati onB. Projectized orga ni zatio nC. Fun cti onal orga ni zati onD. Any orga ni zati on14. 在哪種組織結構中會出現(xiàn)項目聯(lián)絡員?A. 矩陣組織B項目型組織C職能組織D.任何組織15. In the strong and weak matrix structures, the balanee of power mayb

20、e shifted to either the project manager of funetionalmanager by ehangingthe:A. Levels at which the project and the partieipating funetionalmanagersreportB. Support provided to the project and fun eti onal man agers from topman ageme ntC. Physical distanees between the people involved in the projectD

21、. All the above15. 在強矩陣與弱矩陣結構中,權力均勢可以通過改變()轉移到項目經理或職能經理。A. 項目經理及參與項目的職能經理的報告級別B. 高層管理者對項目經理與職能經理的支持C項目所涉及人員在空間上的距離D.上述所有選項16. Who has the power in a strong matrix?A. Functional man agerB. Senior man ageme ntC. SponsorD. Project man ager16. 誰在強矩陣中具有更多的權力?A. 職能經理B高級管理層C. 出資人D. 項目經理17. One of the main

22、adva ntages of a matrix orga ni zati on?A. Improves project man ager eon trol over resources.B. More than one boss for project team.C. Communication is easier.D. Report ing is easier.17. 下列哪一個是矩陣型組織的主要優(yōu)點?A. 它增強項目經理控制資源B. 它允許項目團隊有不止一個老板C. 溝通更容易D. 匯報更容易18. A PM s boss and the head of engineering discu

23、ss a change to a major task. After the meeti ng, the boss con tacts the project man ager and tells him go make some cha nges. This is an example ?A. A project coord in ator positi onB. Change con trol board meet ingC. Man ageme nt atte nti on to time man ageme ntD. Man ageme nt invo Iveme nt in exec

24、uti ng18. 一位項目經理的老板和工程領導討論一個關鍵任務的變更。會議結束后,該老板與項目經理聯(lián)系,告訴他做了一些變更。這是一個什么樣的例子?A. 位項目協(xié)調員的職位B. 變更控制委員會會議C. 對時間管理的管理關注D. 管理層參與執(zhí)行19. A freque nt compla int of matrix orga ni zati ons is that com muni cati ons are:A. SimpleB. Open and accurateC. ComplexD. Hard to automate19. 矩陣組織中常見的一個毛病是溝通:A. 簡單B. 公開而準確C. 復

25、雜D. 難于自動化20. The greatest of un certa inty is encoun tered duri ng which phase of the project life cycle?A. Con ceptB. Pla nningC. Impleme ntatio nD. Closeout20. 項目生命周期的哪個階段具有最大的不確定性?A. 概念階段B. 規(guī)劃階段C. 執(zhí)行階段D. 收尾階段Projects have the least atte nti on in what form of orga ni zati on:A. Bala need matrixB.

26、 Strong matrixC. Coord in atorD. Fun cti onal21. 項目在哪種組織中最不被重視?A. 平衡矩陣型B. 強矩陣型C. 協(xié)調者D. 職能型22. The terms strong matrix, balaneed matrix, and weak matrix whenapplied to the matrix structure in project orga ni zati on refer to theA. Ability of the organization to achieve its goalsB. Physical proximity

27、of project team members to one another and to the project man agerC. Degree of authority the project man ager has over team resourcesD. Degree to which team members bond together22. 當對項目組織的矩陣結構采用強矩陣,平衡矩陣和弱矩陣等詞匯時,它們指的是:A. 組織達成目標的能力B. 項目小組成員之間的物理距離以及與項目經理的物理距離C. 項目經理對項目小組資源的控制能力D. 項目小組成員合作的程度23. Which

28、 phase is in flue need highest by the stakeholders?A. Con ceptB. Developme ntC. Executio nD. closeout23. 項目干系人對項目最大的影響力在:A. 概念階段B. 開發(fā)階段C. 執(zhí)行階段D. 結束階段24. A project stakeholder may in clude:A. End usersB. SuppliersC. Citize nsD. All of the above24. 項目干系人可能包括:A. 最終用戶B. 供應商C. 市民D. 所有上述選項25. The amount o

29、f authority a project man ager possesses can be relatedto:A. The project man ager's com muni cati on skillsB. The orga ni zati onal structureC. The amount of authority the man ager of the project man ager possessesD. The project man ager's in flue ncing skills25. 項目經理擁有的權力與什么有關?A. 項目經理的溝通技能B

30、. 組織結構C. 項目經理的領導所擁有的權力D. 項目經理的影響能力26. At the first phase end of the project, you should en sure thatbefore you beg in the n ext phase.A. Resources are available for the n ext phase.B. Progress was achieved to its baseli ne.C. The phase has reached the objectives and formally accepts its deliverables

31、.D. Corrective acti ons are take n to bring project results26. 在項目第一階段末,在你開始下一階段前,應確保 A. 下一階段的資源能得到B. 進程達到它的基準C該階段達到了目標,并且可交付成果已正式接收D.采取糾正措施獲得項目結果27. You are a project man ager for a large con structi on project whe n you realize that there are over 500 pote ntial stakeholders on the project.Which o

32、f the following would be the BEST course of action for you to take?A. Elimi nate some stakeholdersB. Find an effective way to gather the needs of all stakeholdersC. Gather the n eeds of all the most in flue ntial stakeholdersD. Con tact your man ager and ask which ones are more importa nt27. 作為一個大型建設項目的項目經理,你認為到項目有500多個可能是干系人。下列做法中,

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