PMP項(xiàng)目管理PMBOK第五版第二章測試題

請準(zhǔn)備一張紙和一支筆，開始做題吧!堅(jiān)持就是勝利！!!I.Youhavebeenassignedasprojectmanageronwhatcouldbea"betthecompany"project.Iftheprojectissuccessful,managementwillbecarryingyouaroundonasedanchair,ifitfails,youwillbeintheunemploymentline.Yourealizethattobesuccessfulyouneedtoexercisemaximumcontroloverprojectresources.Whichformofprojectorganizationshouldyouestablishforthisproject?StrongmatrixProjectizedProjectcoordinatorWeakmatrix.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，那么你就要被炒就魚。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)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.Yourprojectismanagedunderaprojectizedorganization.Ithasjustenteredclosure.Underthecircumstances,whichofthefollowingshouldbeyourGREATESTconcern?Settingyourselfuptotakeoveralargemulti-yearprojectTheteamisnotfocusedoncompletingtheproject.Youwillhaveextrapressurefromthecustomer.Makingsureyourmanagerknowstheprojectisalmostcompleted2.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YouhavebeenassignedtoaprojectinwhichtheobjectivesaretodirectcustomercallstoanInteractiveVoiceResponsesystembeforebeingconnectedtoaliveagent.Youareinchargeofthemediacommunicationsforthisproject.YoureporttotheprojectmanagerinchargeofthisprojectandtheVPofmarketing,whoshareresponsibilityforthisproject.Whichorganizationalstructuredoyouworkin?FunctionalorganizationWeakmatrixorganizationProjectizedorganizationBalancedmatrixorganization3.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Whatisnottrueofprojectlifecyclephases?TheyaregenerallysequentialTheycannotoverlapTheydefinewhatdeliverablesareproducedTheyinvolvehandoffstootherphases4.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ThemajordifferencebetweentheprojectcoordinatorandprojectexpeditorformsoforganizationisthatStrongcommitmenttotheprojectusuallydoesnotexistintheprojectexpeditorformoforganizationTheprojectcoordinatorcannotpersonallymakeorenforcedecisionsTheprojectexpeditoractsonlyasanintermediarybetweenmanagementandtheprojectteamTheprojectcoordinatorreportstoahigher-levelmanagerintheorganization.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.ProjectAisbeingadministeredusingamatrixformoforganization.Theprojectmanagerreportstoaseniorvicepresidentwhoprovidesvisiblesupporttotheproject.Inthisscenario,whichofthefollowingstatementsbestdescribestherelativepoweroftheprojectmanager?Theprojectmanagerwillprobablynotbechallengedbyprojectstakeholders.Inthisstrongmatrix,thebalanceofpowerisshiftedtothefunctionallinemanagers.Inthistightmatrix,thebalanceofpowerisshiftedtotheprojectmanager.Inthisstrongmatrix,thebalanceofpowerisshiftedtotheprojectmanager.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Atwhatpointintheprojectwouldstakeholdershavethemostabilitytoinfluencethefinaloutputsoftheprojectproduct?A.ImplementationDevelopmentConceptCloseout.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.開發(fā)C.概念D.收尾Anorganizationisgoingthroughanevolutionphaseofrestructuringthewayitdoesprojects.Inashiftfromaweakmatrixorganizationtoastrongmatrixorganization,thepowerisshiftedfrom:Projectmanagertofunctionalmanager.Expeditortocoordinator.Functionalmanagertoprojectmanager.Functionalmanagertosponsor.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Inaprojectizedorganizationtheprojectteam:Reportstomanybosses.Hasnoloyaltytotheproject.Willnotalwayshaveahome.W川belessinterestedintheproject..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.WhichtypeoforganizationisBESTformanagingcomplexprojectsinvolvingcross-disciplinaryefforts?ProjectizedFunctionalLineMatrix.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.Inwhichorganizationprojectmemberfeelmostanxietyatclosingphase?FunctionalMatrixProjectizedStrongMatrix.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.Inmatrixorganizationalstructures,theprimaryconditionleadingtoconf1ictis—CommunicationbarriersConflictinginterestsNeedforconsensusAmbiguousjurisdictions.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.相互沖突的利益C.需要統(tǒng)一意見D.管轄模糊.Thehighestriskimpactgenerallyoccursduringwhichofthefollowingprojectlifecyclephases?ConceptandplanningPlanningandimplementationImplementationandcloseoutConceptandcloseout.在以下哪個項(xiàng)目生命周期階段風(fēng)險(xiǎn)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.Inwhichkindoforganizationstructure,doestheprojectexpeditorappear?MatrixorganizationProjectizedorganizationFunctionalorganizationAnyorganization14.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Inthestrongandweakmatrixstructures,thebalanceofpowermaybeshiftedtoeithertheprojectmanageroffunctionalmanagerbychangingthe:LevelsatwhichtheprojectandtheparticipatingfunctionalmanagersreportSupportprovidedtotheprojectandfunctionalmanagersfromtopmanagementPhysicaldistancesbetweenthepeopleinvolvedintheprojectAlltheabove15.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)Whohasthepowerinastrongmatrix?FunctionalmanagerSeniormanagementSponsorProjectmanager16.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Oneofthemainadvantagesofamatrixorganization?Improvesprojectmanagercontroloverresources.Morethanonebossforprojectteam.Communicationiseasier.Reportingiseasier.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APMsbossandtheheadofengineeringdiscussachangetoamajortask.Afterthemeeting,thebosscontactstheprojectmanagerandtellshimgomakesomechanges.Thisisanexample?AprojectcoordinatorpositionChangecontrolboardmeetingManagementattentiontotimemanagementManagementinvolvementinexecuting.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.一位項(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.Afrequentcomplaintofmatrixorganizationsisthatcommunicationsare:SimpleOpenandaccurateComplexHardtoautomate.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)雜D.難于自動化.Thegreatestofuncertaintyisencounteredduringwhichphaseoftheprojectlifecycle?ConceptPlanningImplementationCloseout20.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Projectshavetheleastattentioninwhatformoforganization:BalancedmatrixStrongmatrixCoordinatorFunctional.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.Thetermsstrongmatrix,balancedmatrix,andweakmatrixwhenappliedtothematrixstructureinprojectorganizationrefertotheAbilityoftheorganizationtoachieveitsgoalsPhysicalproximityofprojectteammemberstooneanotherandtotheprojectmanagerDegreeofauthoritytheprojectmanagerhasoverteamresourcesDegreetowhichteammembersbondtogether.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.Whichphaseisinfluencedhighestbythestakeholders?ConceptDevelopmentExecutionD.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Aprojectstakeholdermayinclude:EndusersSuppliersCitizensAlloftheabove24.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)Theamountofauthorityaprojectmanagerpossessescanberelatedto:Theprojectmanager'scommunicationskillsTheorganizationalstructureTheamountofauthoritythemanageroftheprojectmanagerpossessesTheprojectmanager'sinfluencingskills25.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.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Atthefirstphaseendoftheproject,youshouldensurethatbeforeyoubeginthenextphase.Resourcesareavailableforthenextphase.Progresswasachievedtoitsbaseline.Thephasehasreachedtheobjectivesandformallyacceptsitsdeliverables.Correctiveactionsaretakentobringprojectresults26.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.Youareaprojectmanagerforalargeconstructionprojectwhenyourealizethatthereareover500potentialstakeholdersontheproject.WhichofthefollowingwouldbetheBESTcourseofactionforyoutotake?EliminatesomestakeholdersFindaneffectivewaytogathertheneedsofallstakeholdersGathertheneedsofallthemostinfluentialstakeholdersContactyourmanagerandaskwhichonesaremoreimportant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