PMP項(xiàng)目管理PMBOK測試題

1、請準(zhǔn)備一張紙和一支筆，開始做題吧!堅(jiān)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(fù)責(zé)管理的一個項(xiàng)目， 這個項(xiàng)目對你來說是成敗在此一舉。如果項(xiàng)目成功，那么你的前途無量；如果項(xiàng)目失敗，那么你就要被炒魷魚。 你意識到：為了使項(xiàng)目成功，你必須對項(xiàng)目資源具有最大程度的控制。那么你預(yù)

3、備建立哪一種項(xiàng)目組織形式來達(dá)到你的目的A. 強(qiáng)矩陣B. 項(xiàng)目型C. 項(xiàng)目協(xié)調(diào)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(xiàng)目在項(xiàng)目型組織中執(zhí)行，現(xiàn)在剛進(jìn)入收尾階段，在這種情形下你最應(yīng) 該關(guān)注的是：A. 讓自己能接受一個大的多年度的項(xiàng)目B. 這個團(tuán)隊(duì)重心不在完成這個項(xiàng)目上C. 你會受到來自客戶的額外壓力D. 確定你的經(jīng)理知道這個項(xiàng)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(xiàng)目，該項(xiàng)目目標(biāo)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(yīng)系統(tǒng)。你主要負(fù)責(zé)該項(xiàng)目的信息溝通.你需要向該項(xiàng) 目的項(xiàng)目經(jīng)理和市場

7、VP（與項(xiàng)目經(jīng)理共同分享項(xiàng)目的權(quán)限和職責(zé)）匯報(bào)工作。 你所工作的機(jī)構(gòu)屬于下列哪種組織形式？A. 職能組織B. 弱矩陣組織C. 項(xiàng)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(guān)于項(xiàng)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(chǎn)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(xiàng)目協(xié)調(diào)者類型和項(xiàng)目促進(jìn)者類型的組織形式之間主要區(qū)別在于：A. 在項(xiàng)目促進(jìn)者類型的組織形式中，員工們通常對項(xiàng)目沒有比較穩(wěn)固的承諾B. 項(xiàng)目

10、協(xié)調(diào)者通常不能以個人名義做出或執(zhí)行項(xiàng)目決策C. 項(xiàng)目促進(jìn)者只是作為管理層和項(xiàng)目團(tuán)隊(duì)之間的媒介存在D. 項(xiàng)目協(xié)調(diào)者負(fù)責(zé)向組織中更高層的經(jīng)理人員進(jìn)行報(bào)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(xiàng)目通過一個組織矩陣進(jìn)行管理。項(xiàng)目經(jīng)理向一位高級副總裁匯報(bào)工作，后者對項(xiàng)目提供實(shí)際的幫助。在這種情況下，以下哪個陳述最好地說明了項(xiàng)目經(jīng)理的相對權(quán)力？A. 項(xiàng)目經(jīng)理很可能不會受到項(xiàng)目干系人的責(zé)難B. 在這個強(qiáng)矩陣中，權(quán)力的平衡傾向于職能經(jīng)理C. 在這個緊密矩陣中， 權(quán)力平衡傾向于項(xiàng)目經(jīng)理D. 在這個強(qiáng)矩陣中， 權(quán)力平衡傾向于項(xiàng)目經(jīng)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(xiàng)目的什么階段，干系人對項(xiàng)目的最終產(chǎn)品影響能力最強(qiáng)？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(diào)整其從事項(xiàng)目工作方式的發(fā)展階段。從弱矩陣組織到強(qiáng)矩 陣型組織的轉(zhuǎn)換中，權(quán)利的轉(zhuǎn)移

15、是從A. 項(xiàng)目經(jīng)理到職能經(jīng)理B. 督辦員到協(xié)調(diào)員C. 職能經(jīng)理到項(xiàng)目經(jīng)理D. 職能經(jīng)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(xiàng)目型組織中，項(xiàng)目團(tuán)隊(duì)A. 向很多老板匯報(bào)B. 對項(xiàng)目不忠誠C. 不是一直都有“家”D. 對項(xiàng)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(fù)雜項(xiàng)目時，下列哪種組織類型最有效？A. 項(xiàng)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(xiàng)目成員在項(xiàng)目收尾階段最為焦慮？A. 職能型B. 矩陣型C. 項(xiàng)目型D. 強(qiáng)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(jié)構(gòu)中，導(dǎo)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(xiàng)目生命周期階段風(fēng)險的影響最大？A. 構(gòu)思和規(guī)劃B. 規(guī)劃和執(zhí)行C. 執(zhí)行和收尾D. 構(gòu)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(jié)構(gòu)中會出現(xiàn)項(xiàng)目聯(lián)絡(luò)員？A. 矩陣組織B項(xiàng)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(qiáng)矩陣與弱矩陣結(jié)構(gòu)中，權(quán)力均勢可以通過改變（）轉(zhuǎn)移到項(xiàng)目經(jīng)理或職能經(jīng)理。A. 項(xiàng)目經(jīng)理及參與項(xiàng)目的職能經(jīng)理的報(bào)告級別B. 高層管理者對項(xiàng)目經(jīng)理與職能經(jīng)理的支持C項(xiàng)目所涉及人員在空間上的距離D.上述所有選項(xiàng)16. Who has the power in a strong matrix?A. Functional man agerB. Senior man ageme ntC. SponsorD. Project man ager16. 誰在強(qiáng)矩陣中具有更多的權(quán)力？A. 職能經(jīng)理B高級管理層C. 出資人D. 項(xiàng)目經(jīng)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(diǎn)?A. 它增強(qiáng)項(xiàng)目經(jīng)理控制資源B. 它允許項(xiàng)目團(tuán)隊(duì)有不止一個老板C. 溝通更容易D. 匯報(bào)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(xiàng)目經(jīng)理的老板和工程領(lǐng)導(dǎo)討論一個關(guān)鍵任務(wù)的變更。會議結(jié)束后，該老板與項(xiàng)目經(jīng)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(xiàng)目協(xié)調(diào)員的職位B. 變更控制委員會會議C. 對時間管理的管理關(guān)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(zhǔn)確C. 復(fù)

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(xiàng)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(xiàng)目在哪種組織中最不被重視？A. 平衡矩陣型B. 強(qiáng)矩陣型C. 協(xié)調(diào)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(dāng)對項(xiàng)目組織的矩陣結(jié)構(gòu)采用強(qiáng)矩陣，平衡矩陣和弱矩陣等詞匯時，它們指的是：A. 組織達(dá)成目標(biāo)的能力B. 項(xiàng)目小組成員之間的物理距離以及與項(xiàng)目經(jīng)理的物理距離C. 項(xiàng)目經(jīng)理對項(xiàng)目小組資源的控制能力D. 項(xiàng)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(xiàng)目干系人對項(xiàng)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(jié)束階段24. A project stakeholder may in clude:A. End usersB. SuppliersC. Citize nsD. All of the above24. 項(xiàng)目干系人可能包括：A. 最終用戶B. 供應(yīng)商C. 市民D. 所有上述選項(xiàng)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(xiàng)目經(jīng)理擁有的權(quán)力與什么有關(guān)？A. 項(xiàng)目經(jīng)理的溝通技能B

30、. 組織結(jié)構(gòu)C. 項(xiàng)目經(jīng)理的領(lǐng)導(dǎo)所擁有的權(quán)力D. 項(xiàng)目經(jīng)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(xiàng)目第一階段末，在你開始下一階段前，應(yīng)確保 A. 下一階段的資源能得到B. 進(jìn)程達(dá)到它的基準(zhǔn)C該階段達(dá)到了目標(biāo)，并且可交付成果已正式接收D.采取糾正措施獲得項(xiàng)目結(jié)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(shè)項(xiàng)目的項(xiàng)目經(jīng)理，你認(rèn)為到項(xiàng)目有500多個可能是干系人。下列做法中，