PMP考前模擬考試題集.doc

1、外專局PMP認(rèn)證模擬試題PMP考前模擬試題聲明以下試題是PMP考試的相同類型題。本試題僅為復(fù)習(xí)目的。通過(guò)這份試題不意味著通過(guò)PMP認(rèn)證考試。1. In crashi ng a task, you would focus on:A. As many tasks as p ossibleB. Non -critical tasksC. Accelerati ng p erforma nee of tasks on critical p athD. Accelerate p erforma nee by mini mizi ng cost趕工一個(gè)任務(wù)時(shí)你應(yīng)該關(guān)注A盡可能多的任務(wù)。B非關(guān)鍵任務(wù)。C加速

2、執(zhí)行關(guān)鍵路徑上的任務(wù)。D通過(guò)成本最低化加速執(zhí)行任務(wù)。2. "I cannot test the software un til I code the software."This exp ressi on describes which ofthe followi ng dependen cies?A. Discreti onaryB. SoftC. P refere ntialD. Man datory or hardA B C D“在對(duì)軟件編碼前我不能進(jìn)行軟件測(cè)試?！边@句話說(shuō)明了哪種依賴關(guān)系隨意的軟邏輯關(guān)系優(yōu)先強(qiáng)制或硬邏輯關(guān)系3. Which of the follow

3、i ng formulas p rovides the most accurate result for compu ti ng activity durati on?A. AD = Work quan tity / P roduction rateB. AD = Work qua ntity / Number of resourcesC. AD = P roduction rate / Work qua ntityD. AD = (P roductio n rate)(Work qua ntity) / Number of resources以下哪個(gè)公式能最準(zhǔn)確的計(jì)算活動(dòng)歷時(shí)A AD 活動(dòng)歷

4、時(shí) =工作數(shù)量/生產(chǎn)率B AD=工作數(shù)量/資源數(shù)量C AD=生產(chǎn)率/工作數(shù)量D AD=生產(chǎn)率x工作數(shù)量/資源數(shù)量4. Resource leveling:- 1 -外專局PMP認(rèn)證模擬試題A. deals with the effective use of resources through the scheduli ng of the p roject to mi ni mize the resource time.B. typ ically tends to have no effect on the durati on of the activitiesC. tends to in cr

5、ease the orig inal p roject comp leti on dateD. is p arallel worki ng for decreas ing the p roject comp leti on date資源平衡使資源時(shí)間最小化 有效的利用資源。A通過(guò)對(duì)項(xiàng)目進(jìn)行進(jìn)度計(jì)劃編制B通常對(duì)活動(dòng)歷時(shí)沒(méi)有影響。C可能增加原來(lái)的項(xiàng)目工期。D為了減少項(xiàng)目工期采用的平行工作法。5. Which one of the followi ng is NOT a trade-off decisi on that must be made in thedevel opment of the p

6、 roject plan?A. Whether to use skilled or un skilled laborersB. The amount of p rofit ven dors should make versus the p rofit other ven dors have received in the p ast.C. Manufacturing in -house or sub -contracting out the workD. The imp orta nee of cost versus quality.以下哪一項(xiàng)不是在編制項(xiàng)目計(jì)劃時(shí)必須做出的權(quán)衡決策A. 使用熟

7、練還是不熟練的勞動(dòng)力B. 比較供貨方應(yīng)該獲得的利潤(rùn)和其他供貨方以前收到的利潤(rùn)C(jī). 自造還是把工作承包給分包商D. 成本/質(zhì)量的重要性6. The most imp orta nt role of PM in a Matrix orga ni zati on isA. Communi cati onB. In tegrati onC. Negotiat ingD. Leadersh ip項(xiàng)目經(jīng)理在矩陣組織中的最重要的作用是A溝通B整合C談判D領(lǐng)導(dǎo)7. Whe n a p rocess is in con trol, what do you want to do to the p rocess?A

8、. The p rocess should not be adjusted.B. The p rocess may be adjusted for con ti nu ous impro veme nt.C. The p rocess should be always adjusted for con ti nu ous quality.D. The p rocess should be regularly adjusted.當(dāng)一個(gè)過(guò)程處于控制之中你相對(duì)此過(guò)程作什么A. 不應(yīng)該調(diào)整該過(guò)程。B. 可以調(diào)整該過(guò)程達(dá)到連續(xù)改進(jìn)。-2 -外專局PMP認(rèn)證模擬試題C. 為了連續(xù)改進(jìn)質(zhì)量應(yīng)該不斷調(diào)整該過(guò)程

9、。D. 應(yīng)該定期調(diào)整該過(guò)程。8. Your company has started a devel opment p roject for a p ublic sector. There are exte nu at ing circumstances revolving around the project site, where it may destroy thousands of acres in hibitedby hun dreds of wildlife sp ecies. You company has long supp orted the en vir onment and

10、 has offeredits name to non -profit groups to support the environmental movement. You are the projectmanager and are confronted by one of the non -profit environmental group leader ' s regarding yourcompany ' s invoIvement in managing this“environmentally destructive ” project. How shouldyou

11、react to the environmental leader ' s questions?noA. Only an swer questio ns regard ing the p roject work, otherwise you should say comment ” .B. Speak out in opposition to your company ' s invoIvement with this project.C. State that you are the p roject man ager on the p roject and are not

12、qualified to an swer any en vir onmen tal questi ons regard ing the p roject; the n refer them to the p ublic relati ons office for any further an swers.D. Admit that you are the p roject man ager and try to han dle all of the questi ons that you can.你的公司已經(jīng)開(kāi)始某公共部門(mén)的一個(gè)開(kāi)發(fā)項(xiàng)目。由于項(xiàng)目所在地周邊的一些情有可原的情 況 可能要破壞數(shù)百

13、種野生物種的數(shù)千畝家園。你的公司長(zhǎng)期以來(lái)就支持環(huán)境問(wèn)題并且加入非盈利小組支持政府的環(huán)境運(yùn)動(dòng)。你是項(xiàng)目經(jīng)理現(xiàn)在面臨非盈利小組的一領(lǐng)導(dǎo)關(guān)于你公司參與管理這個(gè)“破患環(huán)境”的項(xiàng)目的質(zhì)問(wèn)。你對(duì)此質(zhì)問(wèn)應(yīng)該做何反應(yīng)A. 只回答針對(duì)項(xiàng)目工作的問(wèn)題否則回答“無(wú)可奉告”。B. 維護(hù)公司參與改項(xiàng)目的立場(chǎng)C. 聲明你是項(xiàng)目經(jīng)理 沒(méi)有資格回答關(guān)于該項(xiàng)目的任何環(huán)境問(wèn)題。然后告訴他們?nèi)缬?進(jìn)一步的問(wèn)題請(qǐng)項(xiàng)公關(guān)部咨詢。D. 承認(rèn)你是項(xiàng)目經(jīng)理 處理你能回答的所有問(wèn)題。9. During planning you sit dow n and estimate the time n eeded for each task and

14、total them to come up with the p roject estimate. This durati on is what you commit to compi ete the p roject. What is wrong with the sce nario?A. The team did not create the estimate and estimat ing takes too long using that method.B. The team did not create the estimate and a n etwork diagram was

15、not used.C. The estimate is too long and should be created by man ageme ntD. The project estimate should be the same as the customer ' s required completion date在進(jìn)行計(jì)劃編制時(shí) 你坐下來(lái)對(duì)每項(xiàng)任務(wù)所需的時(shí)間進(jìn)行估算這些時(shí)間的總和就是項(xiàng)目估項(xiàng)目小組沒(méi)有參與估算 而且這種方法耗時(shí)太長(zhǎng)。 項(xiàng)目小組沒(méi)有參與估算 而且沒(méi)有使用網(wǎng)絡(luò)圖。 估算時(shí)間太久 應(yīng)該有管理層完成。項(xiàng)目估算應(yīng)該和客戶要求的完工日期吻合。算。這個(gè)歷時(shí)就是你承諾完成項(xiàng)目的

16、時(shí)間。以上描述有什么錯(cuò)誤A.B.C.-3-外專局D.10. “ cost of quality ” is a project management concept that includes cost of;PMP認(rèn)證模擬試題A. exceed ing requireme ntsB. cha nges to the requireme ntsC. en suri ng con forma nee to requireme ntsD. the quality con trol requireme nts超過(guò)要求 要求變更 保證符合要求 質(zhì)量控制要求“質(zhì)量成本”是一個(gè)項(xiàng)目管理概念它包括下列哪項(xiàng)所需

17、的成本A.B.C.D.11. Mr. Huang is a p roject man ager for a small company. Rece ntly he was preparing a tough competition proposal. He knows that the calculated costs are too high and so does his sup ervisor,Miss Liu. Miss Liu suggests to Mr. Huang to cut the costs by 15% to win the bidd ing. By doingso,t

18、he company will not make a p rofit. What is the ethical thing that Mr. Huang should do?A. Huang tells Liu that he has difficulty in reduci ng the p rice below cost but wants to discuss ways to reduce the bid p rice.B. Huang thinks that if he reduces the cost, the company will win the bus in ess andh

19、op efully can pickup additi onal reve nue from p roject cha nges.C. Submit the propo sal at the curre nt cost calculati on.D. Let the market ing people decide.黃先生是一個(gè)小公司的項(xiàng)目經(jīng)理。最近他正在準(zhǔn)備一個(gè)競(jìng)爭(zhēng)十分激烈的建議書(shū)。他知道計(jì)算 出的成本太高他的主管劉小姐也明白。劉小姐建議黃先生降低成本的15%以便能競(jìng)標(biāo)成功。但是這樣做公司就不會(huì)盈利。從道德角度來(lái)說(shuō)黃先生應(yīng)該怎么辦A. 告訴劉小姐他很難把成本降得低于價(jià)格但是他想探討降低競(jìng)標(biāo)價(jià)

20、格的方法。B. 認(rèn)為如果他降低成本公司就會(huì)贏得業(yè)務(wù)并有希望從項(xiàng)目變更中獲取其它的收入。C. 采用目前的成本計(jì)算提交建議書(shū)D. 讓市場(chǎng)營(yíng)銷(xiāo)人員決定12. Which of the followi ng is con sidered a con flict of in terest?A. Discuss ing your p roject with a frie nd.B. Start ing to work ing for a comp etitor just after resig ning your p ositi on.C. A modest gift to you from a comp

21、any that you have done bus in ess with for years.D. Use your company ' s affiliati on to pro mote your own bus in ess.以下哪項(xiàng)被認(rèn)為是利益沖突A. 和朋友談?wù)撃愕捻?xiàng)目B. 剛從你目前公司辭職就開(kāi)始為競(jìng)爭(zhēng)對(duì)手工作C. 接受有多年業(yè)務(wù)往來(lái)的公司的一個(gè)小禮物D. 利用公司的關(guān)系促進(jìn)你自己的業(yè)務(wù)13. Your are the p roject man ager in a p roject where you should buy many off-the-shelf p ar

22、ts.Forsome p arts that are being desig ned now, the p roject spon sor in dicated a certa in ven dor and askedyou to release a pu rchase order to the ven dor. The cost of the ven dor does not meet your cost and - 4 -外專局PMP認(rèn)證模擬試題 the requireme nts. What should you do?A. Release the pu rchase order as

23、requested.B. Refuse the sponsor ' s request.C. Withhold the pu rchase order un til the budget and requireme nts are reviewed for the purp ose.D. Make a pu rchase order to sp ecify less expen sive p arts that are believed to be required for the p roject p roduct.你是一個(gè)需要購(gòu)買(mǎi)許多標(biāo)準(zhǔn)部件的項(xiàng)目的項(xiàng)目經(jīng)理。就某些正在設(shè)計(jì)的部件項(xiàng)

24、目發(fā)起人建議某供貨商然后讓你給他發(fā)送一個(gè)采購(gòu)訂單。但是供貨商的成本不能符合你的成本和要求。你應(yīng)該怎么辦按要求發(fā)出采購(gòu)訂單拒絕項(xiàng)目發(fā)起人的請(qǐng)求保留采購(gòu)訂單直到預(yù)算和要求已經(jīng)經(jīng)過(guò)審核 填寫(xiě)采購(gòu)訂單 定購(gòu)項(xiàng)目產(chǎn)品所需的更便宜的部件。A.B.C.D.14. The principal sources of p roject failure are -A. Lack of a p rojectized or strong matrix structure, poor scope defi niti on, and lack of a p roject planB. Lack of commitme nt

25、 or support by top man ageme nt, disharm ony on the p roject team, and lack of leadershi p by the p roject man agerC. Po orly ide ntified customer n eeds, a geogra phically dis persed p roject team, and little com muni cati on with the customer un til the p roject is deliveredD. Orga nizatio nal fac

26、tors, po orly ide ntified customer n eeds, in adequately sp ecified p roject requireme nts, and poor planning and con trol以下哪項(xiàng)是項(xiàng)目失敗的主要原因A缺少項(xiàng)目型或強(qiáng)矩陣結(jié)構(gòu)范圍定義不充分缺少項(xiàng)目計(jì)劃B沒(méi)有高層管理的承諾和支持項(xiàng)目小組不和諧項(xiàng)目經(jīng)理領(lǐng)導(dǎo)不力在項(xiàng)目交付前沒(méi)有和客戶C客戶需求認(rèn)識(shí)不充分項(xiàng)目小組成員分散在不同地方充分溝通計(jì)劃編制和控制不力's requests. At the project completion.D組織因素客戶需求認(rèn)識(shí)不充分項(xiàng)目需求不明確

27、15. Con tractor has p erformed the p roject upon customerCustomer requested minor Scope Cree p before Final Acce ptan ce. What is the best resoluti on which may satisfy both p arties?A. Resolve with contingency budgetB. Persuade the customer that the cha nge is not n ecessaryC. Ask the customer to s

28、ubmit the Change RequestD. Let the p roject team to study the alter natives for the request承包商按照客戶要求執(zhí)行了項(xiàng)目。在項(xiàng)目完工時(shí)客戶要求在最終驗(yàn)收前進(jìn)行小規(guī)模的范圍蔓延。能夠滿足雙方的最佳解決方案是A.B.利用應(yīng)急預(yù)算來(lái)解決 勸服客戶變更沒(méi)有必要 告知客戶提交變更請(qǐng)求 -5 -外專局PMP認(rèn)證模擬試題E.讓項(xiàng)目小組研究請(qǐng)求的替代方案16. During closeout, many p roject man agers tend to delay personnel reassig nment as

29、 long as p ossible because A. They are relucta nt to confront any interpersonal con flicts that may occur in the p rocessB. They believe that no one will want to leave the p rojectC. The functional man agers do not want the team members to return The team members do not want to move on to new assig

30、nments在收尾階段許多項(xiàng)目經(jīng)理都像盡可能的推遲人事上的重新分配因?yàn)樗麄儾辉敢馐棺约好媾R這個(gè)過(guò)程可能發(fā)生的任何人際沖突他們認(rèn)為沒(méi)有人想要離開(kāi)項(xiàng)目職能經(jīng)理不想小組成員回去小組成員不想又被分配新任務(wù)A.B.C.D.17. A CPI of .80 mea ns?A. As of now we expect the total p roject cost of 80% more tha n plannedB. When the p roject is comp leted we will have spent 80% moreC. Your p roject is only p rogress i

31、ng at 80% of that plannedD. Your p roject is on ly gett ing 80 cents out of every dollar in vested成本績(jī)效指數(shù)CPI為.80的意思是A.B.C.D.18. To assess the imp licati ons of crashi ng a p roject, a p roject man ager should first computeA. The cost and time slope for each critical activity that can be exp editedB.

32、The cost of additional resources to be added to the project' s critical pathC. The time that will be saved in the overall schedule whe n tasks are exp edited on the critical p athD. Three p robabilistic time estimates of P ERT for each critical p ath activity要評(píng)估項(xiàng)目失敗的影響A.B.C.D.19. During the exec

33、uti on of a p roject the p roject man ager determ ines that a cha nge is n eeded tomaterial pu rchased for the p roject. The p roject man ager calls a meet ing of their team to plan howto make the cha nge. This is an exa mple of?A. Man ageme nt by ObjectivesB. Lack of a cha nge con trol systemC. Goo

34、d team relatio nsD. Lack of a clear work breakdow n structureCPI目前我們預(yù)期總成本超過(guò)計(jì)劃的項(xiàng)目完成是我們將超支80%。你的項(xiàng)目現(xiàn)在已經(jīng)進(jìn)行了計(jì)劃的你項(xiàng)目投入的每一美元只收到80%。80%。80美分的效果。項(xiàng)目經(jīng)理應(yīng)該首先計(jì)算可以加速的每件關(guān)鍵活動(dòng)的成本和時(shí)間坡度添加到項(xiàng)目關(guān)鍵路徑的附加資源成本加速關(guān)鍵路徑上的任務(wù)時(shí)整體進(jìn)度計(jì)劃節(jié)約的時(shí)間 每個(gè)關(guān)鍵路徑活動(dòng)的PERT三個(gè)時(shí)間估算C.制訂項(xiàng)目期間 項(xiàng)目經(jīng)理確定項(xiàng)目需要購(gòu)買(mǎi)的材料有必要變更。項(xiàng)目經(jīng)理召開(kāi)項(xiàng)目小組會(huì)議 計(jì)劃如何進(jìn)行變更。這是一個(gè) 的范例 -6 -外專局PMP認(rèn)證模擬試題A

35、.B.C.D.目標(biāo)管理缺乏變更控制系統(tǒng)良好團(tuán)隊(duì)關(guān)系缺乏明確的工作分解結(jié)構(gòu)20. P roject man ageme nt tech niq ues app lied to ongoing op erati ons is called as -A. Code of acco untB. Man ageme nt by p rojectsC. Man ageme nt by objectivesD. The work breakdow n structure在當(dāng)前進(jìn)行的運(yùn)作中運(yùn)用項(xiàng)目管理技術(shù)稱為A帳目編碼B依靠項(xiàng)目進(jìn)行管理C目標(biāo)管理D工作分解結(jié)構(gòu)21. The n eed for () is o

36、ne of the major driv ing forces for com muni cati on in a p roject:A. Op timizati onB. I ntegrityC. In tegrati onD. Differe ntiatio n的需求是項(xiàng)目溝通的一個(gè)巨大驅(qū)動(dòng)力。A.B.C.D.最優(yōu)化 完整 整合 區(qū)別22. Who is res pon sible for determ ining the p roject cost varia nee acce ptable ran ge?A. Fun cti onal man agerB. Dep artme nt h

37、eadsC. Upper man ageme ntD. P roject man agerA.B.C.D.應(yīng)該由誰(shuí)負(fù)責(zé)確定項(xiàng)目成本偏差可接受幅度職能經(jīng)理部門(mén)領(lǐng)導(dǎo)高層管理項(xiàng)目經(jīng)理23. Two fun dame ntal objectives of p roject con trol are to -A. Alter activities to achieve results and man age orga ni zati onal assetsB. Elimi nate unexp ected tech ni cal p roblems and ide ntify tech ni cal d

38、ifficulties that require more resourcesC. En sure that resources are available whe n n eeded and avoid in creases in the scope of workD. Have the required material, personn el, and equipment available whe n n eeded and en sure thatbudget ing is adequate項(xiàng)目控制的兩個(gè)基本目標(biāo)是改變活動(dòng)以達(dá)到目的管理組織財(cái)產(chǎn)。-7 -外專局PMP認(rèn)證模擬試題BCD

39、消除預(yù)料外的技術(shù)問(wèn)題 確認(rèn)需要更多資源的技術(shù)困難。 保證在需要時(shí)可以獲得資源 避免工作范圍的延伸。在需要時(shí)可以獲得材料、人員和設(shè)備保證預(yù)算是充分的。24. A P roject team was comp osed of 5 members. Six (6) more members additi on ally joined to this team. What is the in crease in com muni catio n cha nn el?A. Six (6)B. 4.5 timesC. 2 timesD. Twenty (2)項(xiàng)目小組原來(lái)有5個(gè)成員?，F(xiàn)在新增加6個(gè)成員。溝通

40、渠道增加了多少A. 6條B. 4.5 倍C. 2倍D. 2條25. One of team members complains that the job condition is not safe. What is the best app roachof the p roject man ager in deali ng with this com plaint?A. Since only one member complains, do nothing.B. Have the site inspected by your client ' s safety manager and

41、notify your company ' s safety orga ni zati on regard ing the poten tial hazard. The n follow -up with the empio yee that made the comp lai nt.C. Have a meeti ng with the empio yee to discuss the p roblem on ly to make them feel better about the situati on.D. Turn the en tire p roblem over to th

42、e clie nt for them to resolve.采用的最佳方法是一個(gè)小組成員投訴說(shuō)工作條件不安全。項(xiàng)目經(jīng)理處理這個(gè)投訴時(shí)既然只有一個(gè)員工投訴 置之不理讓客戶方安全經(jīng)理查看現(xiàn)場(chǎng) 把潛在的危險(xiǎn)通知公司安全部門(mén)。然后跟蹤投訴的員工。 召開(kāi)員工會(huì)議 討論這個(gè)問(wèn)題 目的是讓他們感覺(jué)更舒服把問(wèn)題題給客戶讓他們自己解決A.B.C.D.26. The critical path has the float of minus 20 ( -20) days. If the path has two activities, what may this mean?A. The critical p ath

43、 must be evaluated to determ ine the actual float.B. P roject is exp ected to fin ish 20 days earlier.C. Each activity has - 20 days float.D. Durati on Comp ressi on may be required to satisfy the p roject comp leti on.ABCD關(guān)鍵路徑的時(shí)差為負(fù)20-20天。如果關(guān)鍵路徑有兩個(gè)活動(dòng)這可能意味著什么必須評(píng)估關(guān)鍵路徑以決定實(shí)際的時(shí)差。預(yù)期提前20天完成項(xiàng)目。每個(gè)活動(dòng)時(shí)差為負(fù)20天。要

44、滿足項(xiàng)目完工要求可能需要采取歷時(shí)壓縮。27. Schedule con trol is concerned with all the follow ing exce pt-A. In flue ncing the factors that create schedule cha nges to en sure that the cha nges are ben eficialB. Determ ining that the schedule has cha ngedC. Managing the actual changes when and as they occur- 8 -夕卜專局 PM

45、P 認(rèn)證模擬試題D. Changing the schedule based on customer dema nds進(jìn)度計(jì)劃控制不考慮以下哪一項(xiàng)對(duì)造成進(jìn)度計(jì)劃變更的因素施加影響保證變更是有利的。確定進(jìn)度計(jì)劃已經(jīng)變化。管理實(shí)際發(fā)生的變更。根據(jù)客戶需求變更進(jìn)度計(jì)劃。A.B.C.D.28. Who should be in con trol of the p roject planning?A. The p roject man agerB. The team memberC. Fun cti onal man agerD. The p roject man ager's boss項(xiàng)目計(jì)劃

46、編制應(yīng)該由誰(shuí)控制A項(xiàng)目經(jīng)理B項(xiàng)目成員C職能部門(mén)經(jīng)理D項(xiàng)目經(jīng)理的上司-addi ng cha nge is one29. On an en vir onmen tal remediati on p roject, an exa mple of a value that-A. Is caused by a new or revised gover nment regulatio n n ecessitati ng that the desig n be resubmittedB. Takes adva ntage of cost -reduc ing tech no logy that was n

47、ot available whe n the scope was orig in ally defi nedC. Uses a bill of materials to defi ne the total scope of the p roject, in cludi ng all assemblies and subassembliesCorrects omissi on of a required feature in the desig n of a system在一個(gè)環(huán)境改造項(xiàng)目中以下哪項(xiàng)是一個(gè)增值變更的范例ABCD由于政府規(guī)定經(jīng)過(guò)修訂需要重新提交設(shè)計(jì)。利用按照原來(lái)定義的范圍不可獲取的

48、可以降低成本的技術(shù)。 使用材料清單定義項(xiàng)目的整個(gè)范圍包括所有的組件和子組件。修正系統(tǒng)設(shè)計(jì)中遺漏的但應(yīng)該有的特征。30. Which of the followi ng app roaches to quality impro veme nt is least likely to p roduce p ositive results?A. continu ous impro veme ntB. in creased insp ecti onC. statistical quality con trolD. clie nt track ing p rocess以下哪種質(zhì)量改進(jìn)方法最不可能產(chǎn)生積極作

49、用A. 持續(xù)改進(jìn)B. 加強(qiáng)檢驗(yàn)C. 統(tǒng)計(jì)質(zhì)量控制D. 客戶跟蹤過(guò)程31. In the stro ng and weak matrix structures, the bala nee of po wer may be shifted to either the p roject man ager or functional man ager by cha nging the:-9-外專局A. Levels at which the p roject and the p artici pati ng fun cti onal man agers reportPMP認(rèn)證模擬試題B. Suppor

50、t p rovided to the p roject and functional man agers from top man ageme nt通過(guò)改變以下哪項(xiàng)則可把均勢(shì)轉(zhuǎn)移到項(xiàng)目經(jīng)理或職能經(jīng)理 項(xiàng)目經(jīng)理和參與的職能經(jīng)理的匯報(bào)級(jí)別 高層管理給項(xiàng)目經(jīng)理和職能經(jīng)理提供的支持 項(xiàng)目涉及者之間的物理距離以上各項(xiàng)C. Physical dista nces betwee n the people invo Ived in the p roject All the above 在強(qiáng)矩陣和弱矩陣結(jié)構(gòu)中A.B.C.D.32. Lack of com muni cati on and un solved a

51、rgume nts implyA. Comp licated p rojectB. Crashed scheduleC. I nefficie nt p roject teamD. Un defi ned respon sibility of p roject team缺少溝通和爭(zhēng)議未解決意味著A. 項(xiàng)目錯(cuò)綜復(fù)雜B. 進(jìn)度計(jì)劃失靈C. 項(xiàng)目小組效率不高D. 項(xiàng)目小組職責(zé)不明確33. The customer wants to make a major cha nge to the scope of work whe n the p roject is mostlycompi ete. The

52、p roject man ager should?A. Make the cha ngeB. I nform the customer of the impact of the cha ngeC. Refuse the cha ngeD. Report to Change Con trol Board在項(xiàng)目快要結(jié)束時(shí)如果客戶想要對(duì)工作范圍進(jìn)行大的變更項(xiàng)目經(jīng)理應(yīng)該A進(jìn)行變更B告訴客戶變更帶來(lái)的影響C拒絕變更D向變更控制委員會(huì)匯報(bào)34. “ Only my boss can agree to that request, and he isn ' t here. Why don '

53、t we agree to only theschedule? I can agree to that. ” What type of n egotiati on tech niq ue?A. Good guy, bad guyB. DelayC. Miss ing manD. Limited authority“只有我老板才可以同意這個(gè)變更但是他現(xiàn)在不在。為什么我們不能堅(jiān)持進(jìn)度計(jì)劃呢我可以同意這一點(diǎn)。”這是哪一類談判技術(shù)好人、壞人拖延失蹤權(quán)力有限A.B.C.D.35. In which type of con tract, Con tractor is most concerned in C

54、ost Estimate?A. Firm Fixed - 10 -外專局PMP認(rèn)證模擬試題B. CP IFC. Time & MaterialD. CPPF以下哪中合同讓承包商最關(guān)心成本估算A. 固定價(jià)B. 成本加激勵(lì)費(fèi)C. 時(shí)間和材料D. CPPF36. Which of the following statements is NOT true with regard to cost reimbursement con tracts?A. The seller ' s interest in cost control diminishes.B. P ayme nt is ba

55、sed solely by the delivery of goods and services.C. The buyer ' s concern about the seller ' s p erforma nee in creases.The buyer bears the greater finan cial risk.以下關(guān)于成本補(bǔ)償合同的陳述中哪一句是不正確的A.B.C.D.賣(mài)方對(duì)成本控制的興趣降低了 付款僅根據(jù)貨物或服務(wù)的交付 買(mǎi)方更關(guān)心賣(mài)方的執(zhí)行情況 買(mǎi)方的財(cái)務(wù)風(fēng)險(xiǎn)更大了37. An activity has the followi ng estimated du

56、rati on;Op timistic = 6 days, Most likely = 21 days, P essimistic = 36 days.What is the p ossibility that the activity is fini shed from 16 days to 26 days?A. 54%B. 68%C. 95%D. 99.73%一個(gè)活動(dòng)的歷時(shí)估算如下最樂(lè)觀估算=6天 最可能估算=21天 最悲觀估算=36天。那么 該活動(dòng)在16天到26天的時(shí)間完成的幾率有多高A 54%B 68%C 95%D 99.73%38. P roject plans are devel oped by the:A. Senior man agerB. Fun cti onal man agersC. P roject man ager編制D. Project team 項(xiàng)目計(jì)劃由_A高層經(jīng)理 B職能經(jīng)理C項(xiàng)目經(jīng)理D項(xiàng)目小組-1139. The P roject has a p roblem with personnel p erforma nee. This is best han dled through: -外專局PMP認(rèn)證模擬試題B. CP IFC