PMP實戰(zhàn)模式試題

PMP模^1

?1.Amanufacturingprojecthasaschedule

performanceindex(SPI)of0.89andacost

performanceindex(CPI)of0.91.Generally,

whatistheBESTexplanationforwhythis

occurred?

A.Thescopewaschanged.

B.Asupplierwentoutofbusinessandanewoneneededtobefound.

C.Additionalequipmentneededtobepurchased.

D.Acriticalpathactivitytooklongerandneededmorelaborhourstocomplete.

某個制造項目的進(jìn)度績效指數(shù)(SPI)是0.89；成本績效指數(shù)(CPI)是0.91。?般而苫，這

種情況的出現(xiàn)最好的解釋是？

A.范圍變更

B.供應(yīng)商歇業(yè)，需要找新的

C.額外的設(shè)備需要采購

D.關(guān)鍵路徑的活動太長，需要更多勞動力小時來完成

?2.Duringthecompletionofworkpackages,

thesponsoraskstheprojectmanagerto

reportonhowtheprojectisgoing.Inorder

topreparethereport,theprojectmanager

asksalltheteammemberswhatpercent

completetheirworkis.Thereisoneteam

memberwhohasbeenhardtomanagefrom

thebeginning.Inresponsetobeingasked

whatpercentcompleteheis,theteam

memberasks,HPercentcompleteofwhat?"

Beingtiredofsuchcomments,theproject

managerreportstotheteammembersboss

thattheteammemberisnotcooperating.

Whichofthefollowingislikelytobethereal

problem?

A.Theprojectmanagerdidnotgetbuy-infromthemanagerfortheresourceson

theproject.

B.Theprojectmanagerdidnotcreateanadequaterewardsystemforteam

memberstoimprovetheircooperation.

C.Theprojectmanagershouldhavehadameetingwiththeteammembersboss

thefirsttimetheteammembercausedtrouble.

D.Theprojectmanagerdoesnothaveworkpackages.

在完成工作包期間，出資人要求項目經(jīng)理匯報項目進(jìn)展，為了準(zhǔn)備報告，項目經(jīng)理要求所有的團(tuán)

隊成員說明工作完成的百分比。有個團(tuán)隊成員從開始就很難管理，當(dāng)問到他工作完成百分比時，

他說“什么是完成百百分比”。因為厭倦這類內(nèi)容，項目經(jīng)理報告向團(tuán)隊成員的老板說這個成員不

合作。下列哪個更像真實的問題？

A.項目經(jīng)理沒有從資源管理者那里真正為項目獲得資源

B.項目經(jīng)理沒有創(chuàng)建合適的獎勵系統(tǒng)來改進(jìn)他們的合作

C.項目經(jīng)理應(yīng)該和團(tuán)隊成員的老板開個會，在團(tuán)隊成員第一次惹麻煩時

D.項目經(jīng)理沒有工作包

?3.WhichisnotagoalinbothProject

managementandQualitymanagement?

A.Preventionoverinspection

B.Customersatisfaction

C.Managementresponsibility

D.Tripleconstraint

卜列哪個不是項目管理和質(zhì)量管理共同的目標(biāo)?

A.預(yù)防勝于檢查

B.客戶滿意

C管理層責(zé)任

D.三角形約束

?4.Aprojectwasassessedandthefollowing

Earnedvaluedatahavebeenfound:PV:

$750,000EV:$750,000AC:$900,000What

istheBurnrateoftheproject?

A.1.20

B.1.10

C.1.00

D.0.83

項目評估時發(fā)現(xiàn)如下實現(xiàn)值數(shù)據(jù)：PV:$750,000；EV:$750,000：AC:$900,000項目的

Burnrate是多少?

A.1.20

B.1.10

C.1.00

D.0.83

?5.AprojecthasthefollowingEarnedvalue

dataassessed:AC:$4,000,000CV:

$-500,000SPI:1.12BAG:$9,650,000

WhatistheEarnedvalueoftheproject?

A.$3,000,000

B.$3,500,000

C.$4,480,000

D.$5,650,000

項目實現(xiàn)值數(shù)據(jù)如下：AC是4,000,000：CV是-500,000；SPI是1.12；BAG是9,

650,000請問EV是：

A.3,000,000

B.3,500,000

C.4,480,000

D.5,650,000

?6.AtthebeginningofProjectexecution,you

noticedifferentopinionsbetweenteam

membersrelatingtoprojectworkand

deliverablesandtothelevelofoverall

complexity.Whatshouldyoudorightnow?

A.Giveyourteammemberssometimetodevelopacommonunderstandingofthe

projectscopeandproductscope.Upcominginterfaceproblemsmayberesolved

later.

B.UsetheRiskmanagementprocessestoidentifyandassessriskscausedby

misunderstandingsanddevelopaplanwithmeasuresinordertorespondtothem.

C.Organizemeetingstoidentifyandresolvemisunderstandingsbetweenteam

membersinordertoearlyavoidinterfaceproblems,disintegrationandcostly

rework.

D.Useinterviewsinprivatewitheachindividualteammembertoinformthemof

yourexpectationsandyourrequirementsinanatmosphereofconfidence.

在項目執(zhí)行開始，你注意到介于項目團(tuán)隊成員之間關(guān)于項目工作和成果的復(fù)雜程度有不同的看

法。你現(xiàn)在應(yīng)該做什么？

A.給團(tuán)隊成員些時間，編寫個對項目范圍和產(chǎn)品范圍的共同理解，即將出現(xiàn)的接口問題稍后可

能會解決。

B.使用風(fēng)險管理過程來識別和評估由于誤解引發(fā)的風(fēng)險，編寫個計劃來衡量并回應(yīng)他們

C.組織會議來識別解決介于成員之間的誤解，以便盡早避免接口問題，減少返工成本

D.私下會見每個團(tuán)隊成員告訴他們你的期望和你在團(tuán)隊中期望的氛圍。

?7.Beingtheprojectmanagerinasoftware

projectwhichiscurrentlyinitiated,youwant

toassesshighlevelrisks.Whatshouldyou

do?

A.Developapreliminaryscopestatementanddocumentinitiallyidentifiedrisksin

thisdocument.

B.Identifyandanalyzeriskeventsusingqualitativeandquantitativetechniques.

C.Developcontingencyplansandfallbackplansincasetheoriginalplanproves

wrong.

D.Discusstherisksdocumentedinyourriskregisterwiththeprojectkey

stakeholders.

你是個項Fl經(jīng)理，剛剛啟動一個軟件項目，你想評估最高層次的風(fēng)險，你應(yīng)該做什么？

A.編寫初步范圍說明書記錄下來最初識別的風(fēng)險

B.使用定性和定量技術(shù)識別和分析風(fēng)險事件

C.編寫應(yīng)急計劃和后備計劃以防原來的計劃出現(xiàn)錯誤

D.和項目重要干系人對你風(fēng)險登記冊中的風(fēng)險進(jìn)行討論

?8.Whatisnotareasonforcompaniesto

organizeLessonslearned?

A.Lessonslearneddatabasesareanessentialelementoftheorganizationalprocess

assets.

B.Lessonslearnedshouldfocusonidentifyingthoseaccountableforerrorsand

failures.

C.Lessonslearnedsessionsshouldbringaboutrecommendationstoimprovefuture

performanceonprojects.

D.Phase-endlessonslearnedsessionsprovideagoodteambuildingexercisefor

projectstaffmembers.

下列哪個不是企業(yè)組織經(jīng)驗總結(jié)的原因？

A.經(jīng)驗總結(jié)數(shù)據(jù)庫是組織過程資產(chǎn)的主要元素

B.經(jīng)驗總結(jié)必須集中于識別那些有責(zé)任的錯誤和缺陷

C.經(jīng)驗總結(jié)會議應(yīng)該能推薦改進(jìn)未來項目的績效

D.階段經(jīng)驗總結(jié)會對項目的成員而言提供了很好的團(tuán)隊建設(shè)練習(xí)

?9.Howshouldchangemanagementbe

plannedfor?

A.Changesaregenerallynotpredictable,thereforeplanningforchange

managementcannotbesensible.

B.Planningforchangemanagementshouldbedonewhilethevariouschange

controlprocessesarebeingapplied.

C.Changemanagementcanbeplannedinasetofmanagementplansoraspecific

changemanagementplan.

D.Changesareasignofbadplanning.Oneshouldavoidchangesduringaproject

thuseliminatingtheneedtomanagethem.

變更管理該如何計劃？

A.變更通常是不可預(yù)測的，因此規(guī)劃變更管理不明智

B.當(dāng)有不同的變更控制過程被應(yīng)用時，必須要規(guī)劃變更管理

C.變更管理可以作為管理計劃的部分，或者單獨(dú)成為變更管理計劃

D.變更是規(guī)劃作得不好的信號，同樣應(yīng)該在項目執(zhí)行中回避變更，也就排除了管理的需要

?10.Whichofthefollowingdocumentsisnot

usedasinputforproductacceptance?

A.TheProjectscopestatement,itdescribestheacceptancecriteria.

B.TheProjectscopemanagementplan,itdescribestheacceptanceprocess.

C.TheWorkbreakdownstructure(WBS),itdescribesthedeliverablesfor

acceptance.

D.TheRACImatrix,itdescribesaccountabilitiesincaseofproductrejection.

下列哪個文檔不被用于產(chǎn)品接受的輸入?

A.項目范圍說明書，描述了接受標(biāo)準(zhǔn)

B.項目范圍管理計劃，描述「接受過程

C.工作分解結(jié)構(gòu)，描述了接受的成果

D.RACI矩陣，描述了產(chǎn)品拒絕時的責(zé)任

?11.WhenshouldLessonslearnedbe

organized?

A.Duringtheprojectlifecycleandattheend.

B.Attheendoftheprojectduringclosing.

C.Aftertheendoftheprojectataprojectpost-mortemmeeting.

D.Lessonslearnedcanbeorganizedwhenthereistimeavailable.

什么時候經(jīng)驗總結(jié)被組織起來？

A.在項目生命期最后

B.在項目收尾最后

C.在項目結(jié)束后的總結(jié)會上

D.當(dāng)有時間的時候隨時組織

?12.Understandingof

characteristicsofpeopleisnotpartof

understandingtheculturalandsocial

environment.

A.economic

B.individual

C.educational

D.ethnicandreligious

理解人們下列哪個特點(diǎn)不是理解文化和社會環(huán)境的部分？

A.經(jīng)濟(jì)

B.個人

C.教育

D.種族宗教

?13.Theconceptofthestatesthat

changesrelatedtoonerequirement—scope,

timeorcost—willatleastinfluenceone

otherelement.

A.Three-pointestimation

B.Tripleconstraint

C.Threewisemen

D.Threeneedstheory

下列哪個提及到，當(dāng)有變更發(fā)生向相關(guān)的兒個需求-范圍、進(jìn)度或成本-將至少影響到其它一個元

素

A.三點(diǎn)估算

B.三角形約束

C.三個聰明人

D.三個需要理論

?14.WhatisthepurposeofaProjectCharter?

A.Toaddressanddocumentthecharacteristicsandboundariesoftheprojectand

itsassociatedproductsandservices.

B.Toformallyauthorizetheprojectandprovidetheprojectmanagerwiththe

authoritytoapplyorganizationalresources.

C.Tolinktheproject,whichisgoingtobeplanned,executed,and

monitored/controlledtotheongoingworkoftheorganization.

D.Tobreakdownthescopeoftheprojectintosmaller,bettermanageable

componentsforfurtherplanningandestimating.

項目章程的目的是什么？

A.來識別并記錄項目的邊界和相關(guān)的產(chǎn)品和服務(wù)的特點(diǎn)

B.正式授權(quán)項目，為項目經(jīng)理提供個權(quán)限來使用組織資源

C.去連接項目-將要計劃、執(zhí)行、監(jiān)控-到組織的持續(xù)運(yùn)營工作上

D.分解項目范圍變成更小的、更以管理的部分，用以未來規(guī)劃和估算

?15.AttheendoftheClosingProcessGroup,

A.itisverifiedthatthedefinedprocessesarecompletedwithinalltheprocess

groupstoclosetheprojectphase

B.itisdeterminedthattheproductoftheprojectiscompletedsatisfactorily

C.projectmanagementplaniswrittenoffbytheprojectsponsor

D.newchangerequestsareinitiatedasrequired

在結(jié)尾收尾過程組：

A.去核實定義的所有過程組的過程被完成，來結(jié)束項目階段

B.來確定項II的產(chǎn)品被滿意的完成

C項目管理計劃被項目出資人取消

D.新的變更請求被啟動

?16.Youhaverecentlyappointedaproject

managertohandleacriticalprojectinyour

organization.Youwanttoprovidethe

projectmanagerwithauthoritytoapply

organizationalresourcestoprojectactivities.

Whichdocumentshouldyouuse?

A.ResourceAuthorizationDocument

B.WorkBreakdownStructure

C.ProjectCharter

D.ProjectScopeStatement

你最近指定了某個項目經(jīng)理負(fù)責(zé)你組織的關(guān)鍵項目，你想給項目經(jīng)理權(quán)限去應(yīng)用組織資源到項

目活動上。你應(yīng)該使用哪個文檔？

A.資源授權(quán)文檔

B.工作分解結(jié)構(gòu)

C.項目章程

D.項F!范圍說明書

?17.Youaretheprojectmanagerofanew

project,whichwillconstructabridgeonthe

RiverNileinEgypt.Beforeinitiatingthe

project,youshould:

A.createascopemanagementplantodocumenthowtheprojectscopewillbe

defined,verifiedandcontrolled.

B.developaprojectmanagementplan.

C.determinespecificactivitiesthatneedtobeperformedtoproducethevarious

projectdeliverables.

0.facilitatetheformalauthorizationtostartanewproject

你是新項目的項目經(jīng)理，在埃及尼羅河建設(shè)一座橋梁。在項目啟動之前，你應(yīng)該：

A.創(chuàng)建范圍管理計劃來記錄項目的范圍如何被定義，核實和控制

B.開發(fā)項目管理計劃

C.確定具體的活動用來執(zhí)行產(chǎn)生不同的項目成果

D.推動正式授權(quán)啟動新項目

?18.Asaprojectmanager,ProjectPlan

Developmentisanimportantelementof

managingprojects.Whichphaseofthe

projectmanagementlife-cycledoesProject

PlanDevelopmentbelongto?

A.InitiationProcess

B.PlanningProcess

C.ExecutionProcess

0.ControllingProcess

作為項目經(jīng)理，項目計劃開發(fā)是管理項目非常重要的元素，下列哪個項目管理生命期階段包括項

目計劃編制？

A.啟動過程組

B.規(guī)劃過程組

C執(zhí)行過程組

D.控制過程組

?19.Acustomerinformedyouthatitis

preferabletochangeacertainaspectofthe

project.Whatshouldyoudofirst?

A.Talkwithteammemberstounderstandimplicationsofthechange

B.CommunicatethechangetotheManagementtogettheirinputs

C.OpenupaChangeControl

D.Dosizingforthechangeandcommunicatetothecustomer

客戶告訴你最好變更項目某個方面。你首先應(yīng)該做什么？

A.和團(tuán)隊成員交流理解這個變更的影響

B.就這個變更和管理層溝通得到他們的輸入

C.開始變更控制

D.分析變更大小和客方進(jìn)行交流

?20.Inyourproject,youwanttomonitorand

controlprojectprocessesassociatedwith

initiating,planning,executingandclosing.

Thiswillhelpyoutakecorrectiveor

preventiveactiontocontrolproject

performance.Inthiscontext,whatshould

youdofirst?

A.Reviewallprojectforecasts

B.Detailalltheactivitiesofprojectteammembersinvolvedinexecuting

administrativeclosurefortheproject

C.Reviewtheprojectmanagementplanandworkperformanceinformationforyour

project

0.ManageProjectRisks

在你的項目，你想監(jiān)控項目啟動、規(guī)劃、執(zhí)行、收尾等過程，這將幫助你采取糾正措施或預(yù)防措

施來控制項目績效。在此種情形，你首先應(yīng)該做什么？

A.回顧所有項目預(yù)測

B.在執(zhí)行管理收尾時詳細(xì)所有項目團(tuán)隊的活動

C.回顧項目管理計劃和你項目的工作績效信息

D.管理項目風(fēng)險

?21.Yourecentlyjoinedastheproject

managerofABCCompany.Theoutgoing

projectmanagermentionedthatoflate,she

hadbeenfacingseveralissueswithnew

changerequests.Thecustomerswere

locatedinthesameofficeandthey

interacteddirectlywiththeprojectteamand,

attimes,informallyaskedforsomechanges

intheproject'sproduct.Ifthechanges

weresmall,theprojectteammembers

usuallyagreedtodothechanges.The

projectmanagerfounditdifficultto

prioritizeactivitiesandensurethattasksare

doneasperschedule.Theprojecthad50

teammembersandtherewassome

discontentamongstthemaboutthework

theyweresupposedtodo.Whatshouldbe

yourfirstpriorityinthisproject?

A.Createadetailedprojectscopestatement

B.Aligntheprojectobjectiveswiththeorganizationalgoals

C.Ensureproperprojectscopecontrol

D.Callameetingofalltheprojectstakeholderstodetermineandresolveany

outstandingissues

你最近加入到ABC公司作項目經(jīng)理。即將離職的項目經(jīng)理提到，最近發(fā)布了幾個新的變更請求。

客戶處于同樣的辦公室可以直接和項目團(tuán)隊進(jìn)行交互，有時，會非正式的提出產(chǎn)品的新變更。如

果變更比較小，項目團(tuán)隊成員通常同意這些變更。項目經(jīng)理發(fā)現(xiàn)這很困難來確定活動的優(yōu)先級，

確保每個進(jìn)度表的任務(wù)被完成。這個項目有50個團(tuán)隊成員，在團(tuán)隊中有些對工作的不滿。你首

先應(yīng)該做什么？

A.創(chuàng)建詳細(xì)的項目范圍說明書

B.使項目目標(biāo)和組織目標(biāo)一致

C.確保合適的項目范圍控制

D.召開所有干系人會議來確定和解決最明顯的問題

?22.Inarecentjobinterview,youwereasked

todefinethemostimportantcharacteristic

ofaprojectmanager.Whichofthefollowing

willbeyourbestanswer?

A.Subjectmatterexpert

B.Integrator

C.Creativeperson

D.Riskminimizer

最近面試工作，你被要求定義項目經(jīng)理最重要的特征，下列哪個是你最好的答案？

A.行業(yè)專家

B.整合者

C.創(chuàng)造者

D.風(fēng)險低估者

?23.WhichofthefollowingisnotaProject

ManagementKnowledgeArea?

A.ProjectIntegrationManagement

B.ProjectProcurementManagement

C.ProjectConfigurationManagement

D.ProjectCommunicationsManagement

下列哪個不是項目管理知識領(lǐng)域？

A.項目整體管理

B.項目采購管理

C.項目配置管理

D.項目溝通管理

?24.Whendecidingwhichprojecttoselect,

A.SelecttheprojectwithhigherLifeCycleCost

B.SelecttheprojectwithlowerLifeCycleCost

C.SelecttheprojectwithhigherSunkCost

D.SelecttheprojectwithlowerSunkCost

當(dāng)決策選擇項目時：

A.選擇高生命期成本的項目

B.選擇低生命期成木的項目

C.選擇具有高沉沒成本的項目

D.選擇R有低沉沒成本的項R

?25.Whiledoingqualityinspection,few

defectswereidentifiedintheproduct.After

rectifyingthedefects,therepaireditems

werereinspectedandaccepted.

Subsequently,anotificationwasissued,

whichcanalsobereferredtoas:

A.ValidatedDefectRepair

B.ProductAcceptance

C.QualityAudit

0.ApprovedChangeRequest

當(dāng)作質(zhì)量檢查時，產(chǎn)品的少數(shù)缺陷被識別。在修復(fù)這些缺陷后，修復(fù)項被重新檢查和接受。隨著,

一個通知被發(fā)布。這個通知被稱為：

A.缺陷修復(fù)確認(rèn)

B.產(chǎn)品接受

C.質(zhì)量審計

D.批準(zhǔn)的變更請求

?26.Projectintegrationmanagementincludes

theprocessesandactivitiesneededto

identify,define,combine,unifyand

coordinatethevariousprocessesand

projectmanagementactivities.For

successfulprojectintegrationmanagement,

youshoulddefinitelyhave:(selectthebest

option)

A.astrongmatrixorganizationalstructureinyourcompany.

B.agoodcommunicationmanagementplan.

C.goodprojectselectiontechniques.

0.positivestakeholderswhosupporttheproject.

項目整體管理包括些過程和活動用來識別，定義，整合，協(xié)調(diào)不同過程和項目管理活動。為了

成功的完成項目整體管理，你應(yīng)該明確：（選擇最好的選項）

A.在你公司內(nèi)部建立強(qiáng)矩陣組織

B.良好的溝通管理計劃

C.良好的項目選擇技術(shù)

D.iE面的支持項目的項目干系人

?27.Youhavebeengivenahighprioritytask

thatneedstobecompletedwithinashort

timeframe.Sinceyouknowwhathastobe

done,youassigntaskstothedifferentteam

membersandtellthemwhenandhowthe

tasksshouldbedone.Themanagement

stylethatyouarefollowingis:

A.Directing

B.LaissezFaire

C.Delegating

D.Task-oriented

你剛獲得高優(yōu)先級的任務(wù)需要在很短的時間完成。因為你知道什么需要被完成，你分配任務(wù)到不

同的團(tuán)隊成員，告訴他們什么時候如何完成任務(wù)。這種管理風(fēng)格是：

A.指導(dǎo)

B.自由式

C.委派

D.面向任務(wù)

?28.Asaprojectmanager,youadvocate

activeparticipationofyourteammembers-

thisisbecauseyoubelievein:

A.TheoryY(McGregorModel)

B.TheoryX(McGregorModel)

C.Maslow'shierarchyofneeds

D.Referentpower

作為項目經(jīng)理，你希望你的團(tuán)隊成員積極參與，這是你因為你相信：

A.Y理論(麥克格雷模型)

B.X理論(麥克格雷模型)

C.馬斯洛層次需求說

D.參考權(quán)力

?29.CostperformancemeasurementisBEST

donethroughwhichofthefollowing?

A.Askingforapercentcompletefromeachteammemberandreportingthatinthe

monthlyprogressreport

B.Calculatingearnedvalueandusingtheindexesandothercalculationstoreport

pastperformanceandforecastfutureperformance

C.Usingthe50150ruleandmakingsurethelifecyclecostislessthantheproject

cost

D.Focusingontheamountexpendedlastmonthandwhatwillbeexpendedthe

followingmonth

成本績效衡量最好通過下列哪個來實現(xiàn)？

A.問每個成員完成百分比在月度報告中

B.計算EV使用指數(shù)和其他計算報告項目過去績效和對未來績效的預(yù)測

C使用50-50法則，確保生命期成本少于項目成本

D.集中在上個月的花費(fèi)和下個月將花費(fèi)多少k

?30.TheWBS,estimatesforeachwork

package,andthenetworkdiagramare

completed.Whichofthefollowingwouldbe

theNEXTthingfortheprojectmanagerto

do?

A.Sequencetheactivities.

B.Verifythattheyhavethecorrectscope.

C.Createapreliminaryscheduleandgettheteamsapproval.

D.Completeriskmanagement.

WBS每個工作包的估算，網(wǎng)絡(luò)圖都已經(jīng)被完成。接下來項目經(jīng)理應(yīng)該做什么？

A.活動排序

B.檢查范圍是否正確

C.創(chuàng)建初步的進(jìn)度表獲得團(tuán)隊成員認(rèn)可

D.完成風(fēng)險管理

?31.Aprojectmanagementplanshouldbe

realisticinordertobeusedtomanagethe

project.WhichofthefollowingistheBEST

methodtoachievearealisticproject

managementplan?

A.Sponsorcreatestheprojectmanagementplanbasedoninputfromtheproject

manager.

B.Functionalmanagercreatestheprojectmanagementplanbasedoninputfrom

theprojectmanager.

C.Projectmanagercreatestheprojectmanagementplanbasedoninputfrom

seniormanagement.

D.Projectmanagercreatestheprojectmanagementplanbasedoninputfromthe

team.

項目管理計劃必須符合實際從而來管理項目。下列哪個是最好的方法來獲得切實可行的項目管理

計劃？

A.出資人創(chuàng)建項目管理計劃基于項目經(jīng)理的輸入

B.職能經(jīng)理創(chuàng)建項目管理計劃基于項目經(jīng)理的輸入

C.項目經(jīng)理創(chuàng)建項目管理計劃基于資深管理層的輸入

D.項目經(jīng)理創(chuàng)建項目管理計劃基于團(tuán)隊的輸入

?32.Duringprojectexecution,thecustomer

authorizesandfundsascopechangewhich

requiresamajorchangeintheschedule.

Thebaselineschedule:

A.Nowbecomesthenewschedule,includingthechanges,andtheoriginalbaseline

isdisregarded.

B.Isstilltheoriginalbaselinebutannotatedtoreflectthatachangehastaken

place.

C.Isamendedtoreflectthescopechange,buttheoriginalbaselineisstill

maintainedforpost-projectreview.

D.Ismeaninglesssinceeveryscheduleupdatechangesthebaseline.

在項目執(zhí)行中，用戶授權(quán)變更范圍，并調(diào)整了資金。由此帶來項目進(jìn)度的大的變更。則項目進(jìn)度

基準(zhǔn):

A.現(xiàn)在成為新的進(jìn)度，包括變更，原進(jìn)度基準(zhǔn)不再適用。

B.仍然是原進(jìn)度基準(zhǔn)，但要給出注釋以反應(yīng)已經(jīng)發(fā)生的變更。

C.需要調(diào)整以反映范圍變更，但原進(jìn)度基準(zhǔn)仍應(yīng)維護(hù)以備項目后審查。

D.沒有任何意義，因為每一次進(jìn)度的更新都會改變進(jìn)度基準(zhǔn)。

?33.Alltechnicalworkiscompletedonthe

project.Whichofthefollowingremainstobe

done?

A.VerifyScope

B.Riskresponseplan

C.Staffingmanagementplan

D.Lessonslearned

項目所有技術(shù)工作都完成了，接下來做什么？

A.核實范圍

B.規(guī)劃風(fēng)險應(yīng)對

C職員管理計劃

D.經(jīng)驗總結(jié)

?34.Majordifficultiesarisewhenmultiple

projectsneedtobemanagedinthe

functionalorganizationalstructurebecause

of-

A.Thelevelofauthorityoftheprojectmanager

B.Conflictsovertherelativeprioritiesofdifferentprojectsincompetitionforlimited

resources

C.Projectteammemberswhoarefocusedontheirfunctionalspecialtyratherthan

ontheproject

D.Theneedfortheprojectmanagertouseinterpersonalskillstoresolveconflicts

informally

當(dāng)多個項目需要在職能組織結(jié)構(gòu)中進(jìn)行管理的時候，會出現(xiàn)很大的困難，因為：

A.項目經(jīng)理的權(quán)限有限

B.不同的項目在競爭有限資源過程中會發(fā)生沖突

C.項目小組成員更關(guān)注職能部門的本職工作而不是與項目有關(guān)的工作

D.需要項目經(jīng)理運(yùn)用個人交際能力非正式地解決沖突

?35.Whichofthefollowingisincludedina

projectcharter?

A.Identificationofrisks

B.Workpackageestimates

C.Detailedresourceestimates

D.Thebusinessneedfortheproject

下列哪個包含在項目章程內(nèi)？

A.識別的風(fēng)險

B.工作包估算

C.詳細(xì)的資料估算

D.項目商業(yè)需求

?36.YouhavebeenworkingonaveryLarge

softwaredevelopmentprojectthathas

madeuseofover230people.Finally,allthe

scopeofworkiscompleteditwouldbeBEST

to

A.throwapartyfortheteammembers.

B.makesuretheprojectisintegratedwithotherprojects.

C.begintofocusonyourotherprojects.

D.analyzeprojectsuccessorfailure.

你參與一個非常大型的軟件開發(fā)項目，該項目涉及超過230人。最后，工作范圍中的所有工作

都完成了，這是最好應(yīng)該

A.為項目組成員開個派對

B.確認(rèn)一下這個項目是同其他項目集成在一起的

C.開始關(guān)注你其他的項目

D.分析項目的成功與失敗

?37.Theprojectisnotcompleteduntil:

A.theprojectscopeiscompleted,administrativeclosureiscompletedandpayment

isreceived.

B.formalacceptanceisreceived,andanyotherrequirementsforprojectclosureas

statedinthecontractaremet.

C.thecustomerissatisfiedandfinalpaymentisreceived.

D.lessonslearnedarecompleted.

項目還沒有完成直到：

A.項目范圍完成，管理收尾也完成，支付的費(fèi)用已收到

B.已被正式接受，合同中其他項目收尾的需求都已經(jīng)被滿足

C.可以滿意，最終的費(fèi)用已經(jīng)收到

D.經(jīng)驗總結(jié)被完成

?38.Allofthefollowingwouldoccurduringthe

closureoftheprojectEXCEPT:

A.creatinglessonslearned.

B.formalacceptance

C.reducingresourcespending.

D.performingbenefitcostanalysis.

下列都是項目收尾時發(fā)生的除了：

A.創(chuàng)建經(jīng)驗總結(jié)

B.正式接受

C.減少資源使用

D.執(zhí)行收益成本分析

?39.AnoutputofCloseProjectisthecreation

of:

A.projectarchives.

B.aprojectcharter.

C.aprojectmanagementplan.

D.ariskanalysisplan.

收尾項目的輸出之一是：

A.項目檔案

B.項目章程

C.項目管理計劃

D.風(fēng)險分析計劃

?40.Contractclosureissimilarto

administrativeclosureinthattheyboth

involve:

A.productverification.

B.kickoffmeetings.

C.qualityassuranceactivities.

D.creationofthescopeverificationplan.

合同收尾和管理收尾是類似的是它們都包括：

A.產(chǎn)品核實

B.啟動會

C.質(zhì)量保證活動

D.創(chuàng)建范圍驗證計劃

?41.Aprojectmanagerismanagingafixed

price(FP)contract.Shethinksthatalarge

customer-requestedchangemightimpact

thescheduleoftheproject.Whatshouldshe

doFlRST?

A.Meetwiththestakeholders.

B.Meetwiththeteam.

C.Renegotiatetheremainderofthecontract.

D.Followthechangecontrolsystem.

項目經(jīng)理在管理固定價格合同，她認(rèn)為客戶很大的變更請求將影響到項目進(jìn)度。她首先應(yīng)該做什

么？

A.會見干系人

B.會見團(tuán)隊成員

C.就更新的合同重新談判

D.遵循變更控制系統(tǒng)

?42.Theclientdemandschangestothe

productspecificationthatwilladdonlytwo

weekstothecriticalpath.Whichofthe

followingisthebestthingfortheproject

managertodo?

A.Compressthescheduletorec