PMP考試官方樣題

樣題二

注意事項(xiàng)

1.PMP課堂模擬題是團(tuán)隊(duì)針對PMP知識點(diǎn)提煉出來。

2.本套模擬題共有200道單項(xiàng)選擇題，測試時(shí)間為3個(gè)小時(shí);閉卷答題！正確率要求答

對140題(70%)或以上。(正式考試為4個(gè)小時(shí))

3.本套模擬題盡可能地覆蓋PMP考試的題型，請學(xué)員們集中精力在4個(gè)小時(shí)內(nèi)完成，達(dá)

到全真的模擬效果

4.模擬考試過程中，調(diào)整思維，揣摩考題的意圖；考試結(jié)束后，認(rèn)真總結(jié)。

5,解題策略：TKSC策略

T(topic)真正讀懂題目

K(key)迅速抓住考點(diǎn)

S(source)準(zhǔn)確找到出處

C(choice)果斷做出選擇

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l.Acontractorinstallsthelastproductandreceivespayment.Theprojectmanagerdiscoversflawsinthe

installationandrequeststhatthecontractorcompletetherepairsatnocost.Whichofthefollowing

argumentsshouldthecontractorusetorefusetheprojectmanager'srequest?

A.contractualclosurewasapproved

B.installationwasimproperlyperformedbytheprojectteam

C.contractor'squalitypolicydoesnotallowforthissituation

D.financialclosurewasapproved

1.承包商安裝最新產(chǎn)品并接收付款。項(xiàng)目經(jīng)理發(fā)現(xiàn)安裝有缺陷，并要求承包商

免費(fèi)完成修理。承包商應(yīng)使用下列哪一個(gè)論據(jù)，拒絕項(xiàng)目經(jīng)理的請求？

A.合同收尾已批準(zhǔn)

B.項(xiàng)目團(tuán)隊(duì)執(zhí)行的安裝不當(dāng)

C.供應(yīng)商的質(zhì)量政策不允許發(fā)生這種情況

D.財(cái)務(wù)收尾已批準(zhǔn)

2.Abusinessanalystcollectsrequirementsforanewproject.

Stakeholdersarefromdifferentdepartmentsandhavevarious

requirements.Theprojectbudgetislimitedandcanonlydeliverhalf

oftherequirements

A.Facilitatedworkshops

B.Focusgroups

C.Groupdecisionmakingtechniques

D.Groupcreativitytechniques

2.業(yè)務(wù)分析員為一個(gè)新項(xiàng)目收集需求。干系人來自不同部門并且需求也各不相

同。項(xiàng)目預(yù)算有限只能交付一半需求。

為確保應(yīng)包含那些需求，業(yè)務(wù)分析員應(yīng)使用下列哪一項(xiàng)？

A.引導(dǎo)式討論會(huì)

B.焦點(diǎn)小組

C.群體決策技術(shù)

D.群體創(chuàng)新技術(shù)

3.Afteraqualityassuranceaudit,aprojectmanagerreceivesaformal

changerequestproposingamodificationtoacomponentdrawing.which

ofthefollowingplansshouldtheprojectmanagerreviewfirst?

A.Projectmanagementplan

B.Changemanagementplan

C.Configurationmanagementplan

D.Qualitymanagementplan

3.在質(zhì)量保證審計(jì)之后，項(xiàng)目經(jīng)理收到一份正式的變更請求，提出修訂一封部

件圖紙。項(xiàng)目經(jīng)理先查看下列那一份計(jì)劃？

A.項(xiàng)目管理計(jì)劃

B.變更管理計(jì)劃

C.配置管理計(jì)劃

D.質(zhì)量管理計(jì)劃

4.Toincreasetrustandimproveinterpersonalrelationships,theproject

managerofvirtualteamschedulesanoff-sitebuildingactivity.However,

duetoaschedulingconflict,akeyteammembercannotattendthe

activity.

Toavoidthisconflict,whatshouldtheprojectmanagerhavereviewed?

A.Projectstaffassignment

B.Resourcecalendar

C.Projectschedule

D.Projectorganizationchart

4.為提高信任度和改善人際關(guān)系，一個(gè)虛擬團(tuán)隊(duì)的項(xiàng)目經(jīng)理安排了一次非現(xiàn)場

團(tuán)隊(duì)的建設(shè)活動(dòng)。然而，由于進(jìn)度沖突，一名關(guān)鍵團(tuán)隊(duì)成員不能參加活動(dòng)。

為避免這個(gè)沖突，項(xiàng)目經(jīng)理應(yīng)已經(jīng)審查那些內(nèi)容？

A.項(xiàng)目人員配備

B.資源日歷

C.項(xiàng)目進(jìn)度

D.項(xiàng)目組織圖

5.Aprojectmanagernegotiatescontracttermswithanexternalvendor

thatwillprovideadditionalresourcestocompleteacriticalproject

task.Tominimizeprojectrisk,whattypeofcontractshouldtheproject

managerselect?

A.Cost-reimbursable

B.Firm-fixed-price

C.Fixed-price-incentive-fee

D.Timeandmaterial

5.項(xiàng)目經(jīng)理與將提供額外資源完成關(guān)鍵項(xiàng)目任務(wù)的外部供應(yīng)商協(xié)商合同條款。

為了減少項(xiàng)目風(fēng)險(xiǎn)，項(xiàng)目經(jīng)理應(yīng)選擇什么合同類型？

A.成本補(bǔ)償合同

B.固定總價(jià)合同

C.總價(jià)加激勵(lì)費(fèi)用合同

D.工料合同

6.Aprojectteamcompletesaprojecttotransitionfromanolddatabase

toanewdatabase.Regardinglessonslearned,whatshouldtheproject

managerdonext?

A.Presenttothesponsoratthestakeholdercloseoutmeeting

B.Presenttotheclienttoensureagreement

C.Ensureinformationisstoredinaprojectfile

D.Ensureinformationisstoredinacorporateknowledgebase

6.項(xiàng)目團(tuán)隊(duì)完成了一個(gè)從就數(shù)據(jù)庫轉(zhuǎn)變到新數(shù)據(jù)庫的項(xiàng)目。在經(jīng)驗(yàn)教訓(xùn)方面，

項(xiàng)目經(jīng)理下一步該怎么做？

A.在干系人收尾會(huì)議上提交給發(fā)起人

B.提交給客戶確保協(xié)議

C.確保信息儲(chǔ)存在一份項(xiàng)目文件中

D.確保信息儲(chǔ)存在公司知識庫中

7.Duringtheprojectexecutionphase,aprojectmanagerlearnsthatthe

customer1sorganizationcouldbeacquiredbyanotherorganization.What

shouldtheprojectmanagerdonext?

A.Revisittheprojectcharter

B.Performariskreassessment

C.Askfortheprojectsponsor1sguidance

D.Discusstheissuewithstakeholders

7.在項(xiàng)目執(zhí)行階段，項(xiàng)目經(jīng)理了解到客戶所在組織可能被另一個(gè)組織收購。項(xiàng)

目經(jīng)理下一步該怎么做？

A.查看項(xiàng)目章程

B.執(zhí)行風(fēng)險(xiǎn)再評估

C.尋求項(xiàng)目發(fā)起人的知道

D.與干系人討論這個(gè)問題

8.Howshouldtheeffectivenessofaprojectsqualitycontrolactivities

bedetermined?

A.Evaluatethequalityassuranceplanagainstmarketbenchmarks

B.Implementaqualityauditstrategy

C.Conductaqualityauditofthedeliverables

D.Evaluatethecostofquality

8.應(yīng)如何確定項(xiàng)目質(zhì)量控制活動(dòng)的有效性？

A.對照市場標(biāo)桿評估質(zhì)量保證計(jì)劃

B.實(shí)施質(zhì)量審計(jì)策略

C.對可交付成果實(shí)施質(zhì)量審計(jì)

D.評估質(zhì)量成本

9.Ataprojectkick-offmeeting,thechiefexecutiveofficer(CEO)

requestschangesthatwillimpacttheprojectscope.Howshouldthe

projectmanagerrespond?

A.Advisetheceothattheprojectteamwillestimatetheimpactofthe

changerequest

B.InformtheCEOthatthescopecannotimplementthechangebecausethe

projectscopeisfinalized

C.AcceptthechangesaccordingtoCEO'srequest

D.ConsidertheCEO'schangeduringtheprojectexecutionphase-

9.在項(xiàng)目啟動(dòng)大會(huì)上，首席執(zhí)行官(CEO)提出的變更將會(huì)影響項(xiàng)目范圍。項(xiàng)目

經(jīng)理應(yīng)如何響應(yīng)。

A.通知CE。項(xiàng)目團(tuán)隊(duì)將調(diào)查所建議變更的影響

B.通知CEO,范圍已最終確定，無法變更

C.按CEO請求，接受變更

D.在項(xiàng)目實(shí)施階段考慮CEO的變更

10.WhichtaskhasthecorrectassignmentintheRACIchart?

序TaskTeammember#1Teammember#2Teammember#3Teammember#4Teammember#5

1UnittestRAICA

2IntegrationtestIACAR

3SystemtestIRCIA

Useracceptance

4RAcIA

test

A.Task1

B.Task2

C.Task3

D.Task4

10.那一個(gè)任務(wù)在RACI圖中的分配正確？

序任務(wù)團(tuán)隊(duì)成員#1團(tuán)隊(duì)成員#2團(tuán)隊(duì)成員#3團(tuán)隊(duì)成員#4團(tuán)隊(duì)成員#5

1單位測試RAIcA

2集成測試IAcAR

3系統(tǒng)測試IRcIA

用戶驗(yàn)收測

4RAcIA

試

A.任務(wù)1

B.任務(wù)2

C.任務(wù)3

D.任務(wù)4

11.Attheendtestpart4,theprojectmanagerreviewsacontrolchart.

Whatdoesthechartindicate?

A.Qualityisinlinewithexpectations

B.Qualityexpectationsarenotachievable

C.Qualityhasnotimprovedsincethebeginningofthetests

D.Qualityisnotinlinewithexpectations

IL在測試零件4結(jié)束時(shí)，項(xiàng)目經(jīng)理查看了控制圖。這個(gè)控制圖會(huì)說明說明？

A.質(zhì)量符合預(yù)期

B.質(zhì)量預(yù)期不可實(shí)現(xiàn)

C.自從測試開始起，質(zhì)量未得到改善

D.質(zhì)量與預(yù)期不符

12.Duringaprojectsimplementation,severalprovidersparticipatein

theproject.Theprojectmanagermeetswithstakeholders,external

consultants,andsubjectmatterexpertstodefinetheprojectscope.

Theprojectmanagershouldincludewhichitemsaspartoftheproject

scopestatement?

A.Requirementstraceabilitymatrix,riskregister,stakeholder

register,activitylist

B.Constraints,schedule,assumptionsandworkbreakdownstructure

C.Scopedescription,acceptancecriteria,constraintsanddeliverable

D.Technicalreference,exceptions,deliverableandscopebaseline

12.在項(xiàng)目實(shí)施期間，多名供應(yīng)商參與項(xiàng)目。項(xiàng)目經(jīng)理與項(xiàng)目干系人、外部顧問

和主題專家一起開會(huì)定義項(xiàng)目范圍。

項(xiàng)目經(jīng)理應(yīng)該將那些項(xiàng)內(nèi)容包含作為項(xiàng)目范圍說明書的組成部分？

A.需求跟蹤矩陣、風(fēng)險(xiǎn)登記冊、干系人登記冊和活動(dòng)清單

B.制約因素、進(jìn)度計(jì)劃、假設(shè)和工作基準(zhǔn)結(jié)構(gòu)

C.范圍說明、驗(yàn)收標(biāo)準(zhǔn)、制約因素和可交付成果

D.技術(shù)參考、例外情況、可交付成果和范圍基準(zhǔn)

13.Aprojectteaminstallsanewoperatingsystem.Beforeimplementation,

theteamteststhesystemonasmaller,isolatednetworkanddiscovers

someissues.Afterfindingsolutionstotheseissues,theteamstill

encountersimplementationissues.However,thenumberandseverityof

issuesaregreatlyreduced

Whichofthefollowingdoestheprojectteamuse?

A.Transferringrisk

B.Mitigatingrisk

C.Acceptingrisk

D.Avoidingrisk

13.項(xiàng)目團(tuán)隊(duì)安裝一個(gè)新的操作系統(tǒng)。實(shí)施之前，該團(tuán)隊(duì)在一個(gè)較小獨(dú)立的網(wǎng)絡(luò)

中測試該系統(tǒng)，并發(fā)現(xiàn)一些問題。發(fā)現(xiàn)這些問題的解決方案之后，團(tuán)隊(duì)仍然

碰到實(shí)際問題。然后，問題數(shù)量和嚴(yán)重程度大大降低。項(xiàng)目團(tuán)隊(duì)使用的是下

列哪一項(xiàng)？

A.轉(zhuǎn)移風(fēng)險(xiǎn)

B.減輕風(fēng)險(xiǎn)

C.接受風(fēng)險(xiǎn)

D.規(guī)避風(fēng)險(xiǎn)

14.Anewprojectmanagertakesoveraprojectintheexecutionphase.

Theprojectmanagerlearnsthatthecustomerdidnotprovidethecorrect

productrequirements

Theprojectmanagershouldapplyactivitiesfromwhichofthefollowing

plans?

A.Scopemanagementplan

B.Changemanagementplan

C.Configurationmanagementplan

D.Requirementsmanagementplan

14.新項(xiàng)目經(jīng)理接管了一個(gè)處于執(zhí)行階段的項(xiàng)目。項(xiàng)目經(jīng)理了解到客戶沒有提供

正確的產(chǎn)品需求。項(xiàng)目經(jīng)理應(yīng)采用下面哪一項(xiàng)計(jì)劃中的活動(dòng)？

A.范圍管理計(jì)劃

B.變更管理計(jì)劃

C.配置管理計(jì)劃

D.需求管理計(jì)劃

15.Abicyclecompanyreleasesanewlineofbasketswithafive-year

warranty.Thematerialwithstandsextremeweatherconditions.The

productiswellreceivedbycustomersandisconsideredtopoftheline

thedesignisbasicwithnoadditionalfeatures

Whichofthefollowingdescribesthisproduct?

A.Highgrade,highquality

B.Lowgrade,lowquality

C.Highgrade,lowquality

D.Lowgrade,highquality

15.一家自行車公司發(fā)布了一款擁有五年質(zhì)保期的新車藍(lán)系列。材料能抵御極端

天氣條件。產(chǎn)品廣受用戶接受，且視為是系列中的頂級產(chǎn)品。產(chǎn)品只有基本

設(shè)計(jì)，無額外功能。

下列哪一項(xiàng)是該產(chǎn)品的描述？

A.高檔、高質(zhì)

B.低檔、低質(zhì)

C.高檔、低質(zhì)

D.低檔、高質(zhì)

16.Aprojectcontainsseveralstakeholders,50teammembers,anumber

ofjobsites,andstakeholdersandprojectteammembermayreviewalot

ofinformationanddocumentsanytimeduringtheprojectperiod,what

communicationmethodtheprojectmanagershouldusetosolvethe

informationrequirementofproject?

A.Interactivecommunication

B.Pushcommunication

C.Pullcommunication

D.Send-receive

16.一個(gè)項(xiàng)目包含多名干系人，50名團(tuán)隊(duì)成員，多個(gè)工作現(xiàn)場，以及干系人和團(tuán)

隊(duì)成員可能需要在項(xiàng)目過程中任何時(shí)間查看的大量信息文件。若要解決項(xiàng)目

的信息需求，項(xiàng)目經(jīng)理應(yīng)使用哪一個(gè)溝通方式?

A.交互式溝通

B.推式溝通

C.拉式溝通

D.發(fā)送-接收

17.Aprojectmanagerwantstodeveloparesourcebreakdownstructure(RBS)

foranewproject.Ateammemberstatesthattheteamalreadydeveloped

anRBSforsimilar,existingproject.Whatshouldtheprojectmanager

donext?

A.ComparetheexistingprojectJsRBStotheorganization'sstandard

template

B.Usetheexistingproject'sRBStosavetime

C.CreateanewRBSusingtheorganizationJsstandardtemplate

D.UsetheapplicablecategoriesoftheexistingprojectJsRBS

17.項(xiàng)目經(jīng)理希望為一個(gè)新項(xiàng)目制定資源分解結(jié)構(gòu)(RBS)。一名團(tuán)隊(duì)成員稱該

團(tuán)隊(duì)已經(jīng)為一個(gè)類似現(xiàn)有項(xiàng)目制定了RBS.

項(xiàng)目經(jīng)理下一步該怎么做？

A.將現(xiàn)有項(xiàng)目的RBS與組織的標(biāo)準(zhǔn)模板進(jìn)行對比

B.使用現(xiàn)有項(xiàng)目的RBS節(jié)約時(shí)間

C.使用組織的標(biāo)準(zhǔn)模板創(chuàng)建一份新的RBS

D.使用現(xiàn)有項(xiàng)目RBS的適用類別

18.Aprojectmanagerdiscoversthatakeyteammemberwillleavethe

organizationintwoweeks.Theteammemberworksontasksthatareon

thecriticalpath

Whatshouldtheprojectmanagerdofirst?

A.Evaluatetheimpactoflosingthismember

B.Verifyifcanchangethescope

C.Updateworkbreakdownstructure

D.Changetheprojectteammember

18.項(xiàng)目經(jīng)理發(fā)現(xiàn)一名關(guān)鍵團(tuán)隊(duì)成員將在兩周內(nèi)離開組織。該名團(tuán)隊(duì)成員正在為

處于關(guān)鍵路徑上的任務(wù)工作。

項(xiàng)目經(jīng)理首先應(yīng)該做什么

A.確定該名團(tuán)隊(duì)成員的影響

B.核實(shí)是否能夠變更范圍

C.更新工作分解結(jié)構(gòu)

D.更換團(tuán)隊(duì)成員

19.Acompany'spresidentasksaprojectmanagertoimplementanew

financialsystem.Whattechniqueshouldtheprojectmanagerusetoobtain

ahigh-levelprojectscope?

A.Performamake-or-buyanalysis

B.Meetwiththedirectorofinformationtechnologytoconductan

analysis

C.Definerequirementwiththecompanysfinanceexpertsandbusiness

owners

D.Collectrequirementsfromfinancialapplicationvendors

19.公司總監(jiān)要求項(xiàng)目經(jīng)理實(shí)施一個(gè)新的財(cái)務(wù)系統(tǒng)。項(xiàng)目經(jīng)理應(yīng)使用什么技術(shù)獲

得高層次項(xiàng)目范圍？

A.開展自制或外購分析

B.與信息技術(shù)總監(jiān)開會(huì)開展一項(xiàng)分析

C.與公司的財(cái)務(wù)專家和企業(yè)所有者定義需求

D.收集財(cái)務(wù)應(yīng)用程序供應(yīng)商的需求

20.Afternegotiationwithresourcemanager,projectmanagerdevelopsthe

projectmanagementplan.Inthekickoffmeeting,resourcemanagersays

theresourceonlycanbeavailableinthelatestateofprojectperiod,

whatshouldtheprojectmanagerdonext?

A.Addtheresourceriskintoriskregister

B.Recordthechange,reviewandupdatetheprojectmanagementplan

C.Communicatetheresourceavailabilitydelayandmanagethe

stakeholderparticipationlevels

D.Donottakeanyaction,sincetheissuehasbeendiscussedinthekick

offmeeting

20.在于資源經(jīng)理協(xié)商之后，項(xiàng)目經(jīng)理制定項(xiàng)目管理計(jì)劃。在項(xiàng)目啟動(dòng)大會(huì)上，

資源經(jīng)理稱一名資源在進(jìn)度計(jì)劃后期才可用。

項(xiàng)目經(jīng)理下一步該怎么做?

A.在風(fēng)險(xiǎn)登記冊中添加該資源風(fēng)險(xiǎn)

B.記錄該變更，并審查和更新項(xiàng)目管理計(jì)劃

C.在資源可用性中溝通該延遲，并管理干系人的參與水平

D.不采取其他行動(dòng)，因?yàn)樵搯栴}已在項(xiàng)目啟動(dòng)大會(huì)上討論過了

21.Theconflictamongsomeprojectmembermaydelaytheproject,what

shouldtheprojectmanagerdonext?

A.Solvetheconflictinadvanceinprivate

B.Delaytheconflict,andevaluateifitwi11impacttheprojectin

future

C.Reporttheconflicttofunctionmanager

D.Viewthehumanresourcemanagementplanandtakethecorrectiveaction

21.一些團(tuán)隊(duì)成員的內(nèi)部沖突可能延遲項(xiàng)目，項(xiàng)目經(jīng)理下一步該怎么做？

A.提前并私下解決沖突

B.延遲沖突，評估其是否將會(huì)在后期影響項(xiàng)目

C.將沖突上報(bào)給職能經(jīng)理

D.查看人力資源管理計(jì)劃并采取糾正措施

22.AprojectisnearcompletionandanotherUS$120,000isneededtofinish

theproject.EventhoughUS$1millionhasalreadybeenspentonthe

project,theprojectsponsorrequirestheprojectmanagertostopthe

projectforvariouscircumstances

Inthiscasetheactualcostsare:

A.Directcostsfortheproject

B.Partoftheproject?scontingencyreserve

C.Indirectcostsfortheproject

D.Sunkcostsnottakenintoaccountforthisdecision

22.項(xiàng)目接近完工,但另需120,000美元來完成該項(xiàng)目。雖然該項(xiàng)目已經(jīng)花費(fèi)100

萬美元，處于各種情況，項(xiàng)目發(fā)起人要求項(xiàng)目經(jīng)理停止該項(xiàng)目。

在這種情況下，實(shí)際成本為：

A.項(xiàng)目的直接成本

B.項(xiàng)目應(yīng)急儲(chǔ)備的一部分

C.項(xiàng)目的間接成本

D.該決定不考慮沉沒成本

23.Astormdamagesadatacenter,causingadelaytotheproject,asa

resultofthisunexpectedevent,whatshouldtheprojectmanagerdonext?

A.Usemanagementreservefundstogenerateaworkaround

B.Delaytheprojectandwaitformanagement?sdirections

C.Updatethescheduleandadvisetheprojectsponsor

D.Meetwiththeprojectteamtodiscusstheimmediateresponse

23,一場風(fēng)暴損壞了數(shù)據(jù)中心，導(dǎo)致項(xiàng)目延遲。由于這是一個(gè)意外事件，項(xiàng)目經(jīng)

理下一步該怎么做？

A.使用管理儲(chǔ)備金來生成一個(gè)權(quán)變措施

B.延遲項(xiàng)目，并且等待管理層的只是

C.更新進(jìn)度，并且通知項(xiàng)目發(fā)起人

D.與項(xiàng)目團(tuán)隊(duì)開會(huì)討論直接的應(yīng)對措施

24.AprojectmanagerworksonaUS$3millionprojectwhichinvolvestwo

suppliers.Theprojectmanagercreatesastatementofwork(SOW)foreach

supplier

WhichofthefollowingneedsSOW?

A.Riskmanagementplan

B.Projectcharter

C.Procurementmanagementplan

D.Supplierscopestatement

24.項(xiàng)目經(jīng)理正在管理價(jià)值300萬美元，涉及兩個(gè)供應(yīng)商的項(xiàng)目。項(xiàng)目經(jīng)理為每

名供應(yīng)商創(chuàng)建了一份工作說明書(SOW).

下列哪一項(xiàng)需要SOW的信息

A.風(fēng)險(xiǎn)管理計(jì)劃

B.項(xiàng)目章程

C.采購管理計(jì)劃

D.供應(yīng)商范圍說明書

25.Theprojectmanagementplanisdistributedtoallkeystakeholders.

However,theprojectsponsorandthecustomerhavecommentsandwantto

makesomechanges

Whoshouldreceivethisfeedbackandtaketheappropriateactions

A.Changecontrolboard

B.Projectsponsor

C.Projectmanager

D.Projectteam

25.已將項(xiàng)目管理計(jì)劃分發(fā)給所有關(guān)鍵干系人。然而，項(xiàng)目發(fā)起人和客戶有意見，

并希望做一些改進(jìn)。

誰應(yīng)負(fù)責(zé)收取該反饋并采取適當(dāng)?shù)男袆?dòng)？

A.變更控制委員會(huì)

B.項(xiàng)目發(fā)起人

C.項(xiàng)目經(jīng)理

D.項(xiàng)目團(tuán)隊(duì)

26.Anunexpectedriskoccursduringaproject.Afteranalyzingrisk,the

projectmanagerfindsthatmitigatingtherisktomaketheprojectsuccess,

butwillincreasetheprojectcost

Whatshouldtheprojectmanagerdonext?

A.Gettheapprovalfromtopmanagementtoincreasetheprojectbudget

B.Arrangeaprojectmeetingtodiscussthereasonwhytheriskwasn't

includedintheriskregister

C.Gettheapprovaloftopmanagementtousecontingencyreserveto

mitigatetherisk

D.Arrangeaprojectmeetingtodiscusshowtopushprojectaccording

totheplan

26.項(xiàng)目期間發(fā)生了意外風(fēng)險(xiǎn)。分析風(fēng)險(xiǎn)之后，項(xiàng)目經(jīng)理發(fā)現(xiàn)為了讓項(xiàng)目成功有

必要減輕風(fēng)險(xiǎn)，但是會(huì)增加項(xiàng)目成本。

項(xiàng)目經(jīng)理下一步該怎么做?

A.獲得高級管理層的批準(zhǔn)，增加項(xiàng)目資金

B.安排一次經(jīng)濟(jì)項(xiàng)目團(tuán)隊(duì)會(huì)議，討論該風(fēng)險(xiǎn)未包含進(jìn)風(fēng)險(xiǎn)登記冊的原因

C.獲得高級管理層的批準(zhǔn)，使用應(yīng)急儲(chǔ)備減輕風(fēng)險(xiǎn)

D.與項(xiàng)目團(tuán)隊(duì)安排一次會(huì)議，討論推進(jìn)項(xiàng)目的計(jì)劃

27.Whileestimatinganactivitycost,theteammembersestimateUS$5,000

tohireaconsultantforthenextyear,dividedasfollows:

US$4,500-Consultantfee

US$200-Inflationallowancefornextyear

US$300-Bufferforunforeseencosts

Whatshouldtheprojectmanagerdonext?

A.EstimateUS$4,700

B.EstimateUS$5,000withanexplanation

C.EstimateUS$5,000andupdatethecostbaseline

D.EstimateUS$4,800

27.估算一項(xiàng)活動(dòng)成本時(shí)，團(tuán)隊(duì)成員估算下一年要花費(fèi)5000美元聘用一名顧問,

劃分如下

4500美元-顧問費(fèi)

200美元-下一年的通貨膨脹余量

300美元-不可預(yù)見成本的緩沖

項(xiàng)目經(jīng)理接下來應(yīng)該怎么做？

A.估算4700美元

B.估算5000美元，并附加說明

C.估算5000美元，并更新成本基準(zhǔn)

D.估算4800美元

28.AprojectisplannedforfourdayswithanallocatedbudgetofUS$4,000.

TheprojectmanagerallocatedaresourceforUS$1,000perdaytocomplete

theworkinthescheduledtime.Attheendofthesecondday,theamount

ofworkperformedisevaluatedatUS$1,600.

Iftheproductivityrateoftheresourceremainsthesame,whenisthe

projectexpectedtobecompleted?

A.611day

B.5lnday

C.4lnday

D.3rdday

28.項(xiàng)目預(yù)算工期為四天，分配的預(yù)算為4000美元。項(xiàng)目經(jīng)理按每天1000美元

分配一項(xiàng)資源以按計(jì)劃時(shí)間完成工作。在第二天結(jié)束時(shí)，所執(zhí)行的工作量預(yù)

估金額為1600美元。

如果資源的生產(chǎn)率保持相同，項(xiàng)目預(yù)計(jì)將于何時(shí)完成？

A.第6天

B.第5天

C.第4天

D.第3天

29.Afteridentifyingariskwiththecompanysstandardtemplatefor

contractstatementsofwork(SOW),thesteeringcommitteedecidestouse

aspecialSOWtemplateforallprojectcontractionwhichofthefollowing

shouldthecommitteethespecialSOWtemplate?

A.Primarycontractoragreement

B.Changeordertotheprojectmanagementplan

C.Procurementmanagementplan

D.Riskmanagementplan

29.識別到使用公司合同工作說明書（SOW）標(biāo)準(zhǔn)模板存在風(fēng)險(xiǎn)之后，指導(dǎo)委員

會(huì)決定為所有項(xiàng)目合同使用一種特殊SOW目標(biāo)。委員會(huì)應(yīng)在下列那一項(xiàng)保持

特殊SOW模板？

A.主承包商協(xié)議

B.對項(xiàng)目管理計(jì)劃的變更單

C.采購管理計(jì)劃

D.風(fēng)險(xiǎn)管理計(jì)劃

30.Inaweeklyprojectreviewmeeting,theprojectmanagerdiscusses

varioustypeprojectrisks

Whichofthefollowingriskquantificationtechniquesshouldbeused?

A.Probabilitydistributions

B.Expertjudgment

C.Dataqualityassessment

D.Riskurgencyassessment

30.在每周項(xiàng)目審查會(huì)議上，項(xiàng)目經(jīng)理討論了不同類型的項(xiàng)目風(fēng)險(xiǎn)。應(yīng)使用下列

那一項(xiàng)風(fēng)險(xiǎn)量化工具?

A.概率分布

B.專家判斷

C.數(shù)據(jù)質(zhì)量評估

D.風(fēng)險(xiǎn)緊迫性評估

31.Toguaranteetheirnextprojectdelivery,twoprojectteamsrequire

thesamecriticalresourcewithinthesametimeframe.Whatshouldthe

projectmanagerdofirst?

A.Informthecustomerthatthedeliverywillbedelayed

B.Advisetheresourcetoworkovertimetocompletebothactivities

C.Reviewthehumanresourcemanagementplanandcontactapreferred

consultingfirm

D.Arrangeajointproblem-solvingsessionwiththetwoteamleadersto

identifypossibleactions

31.為保證下一次項(xiàng)目交付，兩個(gè)項(xiàng)目團(tuán)隊(duì)在相同的時(shí)間范圍內(nèi)需要相同的關(guān)鍵

資源。項(xiàng)目經(jīng)理首先應(yīng)該做什么？

A.通知客戶將延遲交付

B.通知資源加班工作完成兩項(xiàng)活動(dòng)

C.審查人力資源管理計(jì)劃并聯(lián)系一家首選顧問公司

D.與兩名團(tuán)隊(duì)領(lǐng)導(dǎo)安排一次聯(lián)合問題解決會(huì)議，確定可能的行動(dòng)

32.Aprojectmanagerdetermineswhichriskshavethegreatestimpacton

theprojectandplanstouseasensitivityanalysismodel.Theproject

managerisinwhichofthefollowingprocesses?

A.Identifyrisks

B.Performquantitativeriskanalysis

C.Controlrisks

D.Performqualitativeriskanalysis

32.項(xiàng)目經(jīng)理確定了哪些風(fēng)險(xiǎn)對項(xiàng)目產(chǎn)生的影響最大，并計(jì)劃使用敏感性分析模

型。項(xiàng)目經(jīng)理目前處于下列哪一個(gè)過程？

A.識別風(fēng)險(xiǎn)

B.實(shí)施定量風(fēng)險(xiǎn)

C.風(fēng)險(xiǎn)控制

D.實(shí)施定性風(fēng)險(xiǎn)分析

33.Duringaprojectsclosingphase,aprojectmanagerpresentsthelast

projectdeliverableandruntheacceptancecriteria.However,before

acceptingtheproject,thecustomerwantstoaddextrafunctionality

Whatshouldtheprojectmanagerdonext?

A.Agreetoincludetherequirement

B.Updatetheprojectmanagementplanaccordingtothenewrequest

C.Reviewtheimpactofthechangeandstartthechangemanagementprocess

D.Rejectanychangessincetheprojectisintheclosingphase

33.在項(xiàng)目收尾階段，項(xiàng)目經(jīng)理提交了最后一個(gè)項(xiàng)目可交付成果，并運(yùn)行驗(yàn)收標(biāo)

準(zhǔn)。但是，在驗(yàn)收項(xiàng)目之前，客戶希望增加額外功能。

A.同意包含該需求

B.按照新的請求更新項(xiàng)目管理計(jì)劃

C.審查變更影響，并開始變更管理過程

D.因?yàn)轫?xiàng)目處于收尾階段，拒絕任何變更

34.Duringtheproject?sexecutionphase,akeyexecutivereportsthat

aportionoftheprojectwillbegiventoanewexternalvendorfor

development.Thenewvendorprovidestheiradditionalrequirementswhich

causeapotentialdelayinthedeliveryschedule

Whatshouldtheprojectmanagerdonext?

A.Notifystakeholdersofthescopechangeaccordingtothe

communicationsmanagementplan

B.Updatetheriskmanagementplan

C.Adjusttheprojectmanagementplan,schedule,andprioritiesto

controltheimpact

D.Conductariskreassessment

34.在項(xiàng)目執(zhí)行階段，一名關(guān)鍵主管報(bào)告將把項(xiàng)目的一部分外包給一名新的外部

供應(yīng)商開發(fā)。這名新供應(yīng)商提供了他們的額外需求，導(dǎo)致交付進(jìn)度可能發(fā)生

延遲。

項(xiàng)目經(jīng)理下一步該怎么做？

A.按照溝通管理計(jì)劃通知干系人范圍變更

B.更新風(fēng)險(xiǎn)管理計(jì)劃

C.調(diào)整項(xiàng)目管理計(jì)劃、進(jìn)度和優(yōu)先級控制的影響

D.執(zhí)行風(fēng)險(xiǎn)再評估

35.Whileworkingwithacustomertovalidateadeliverable,thecustomer

notifiestheprojectmanagerthatseveralrequireddatafieldsare

missing.Thecustomerindicatesthatthedatafieldsareincludedinthe

requirements

Duringwhichofthefollowingprocessesshouldtheprojectteamhave

discoveredthiserror?

A.Identifybenchmark

B.Reportperformance

C.Controlscope

D.Controlquality

35.當(dāng)與客戶合作核實(shí)可交付成果時(shí)，客戶通知項(xiàng)目經(jīng)理多項(xiàng)必須的數(shù)據(jù)字段趨

勢?？蛻舯硎具@些數(shù)據(jù)字段已包含在需求當(dāng)中。

項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)該在以下哪一個(gè)過程中發(fā)現(xiàn)這個(gè)錯(cuò)誤？

A.識別標(biāo)桿

B.報(bào)告績效

C.控制范圍

D.控制質(zhì)量

36.Ariskidentifiedintheriskregisterisrealizedbythedesignteam.

Asaresult,theprojectexpenseswillincreaseby15%

Whatshouldtheprojectmanagerdonext?

A.Executetheresponseplanfortheidentifiedriskinriskmanagement

plan

B.Gettogetheralldesignmemberanddiscusstheothersolution

C.Informthekeystakeholdersthatoneriskimpactstheprojectbudget

D.Reduceothertasks'cost,balancethecosttomakesureprojectcost

iswithinthebudget

36.設(shè)計(jì)團(tuán)隊(duì)意識到了在風(fēng)險(xiǎn)登記冊中已識別的一個(gè)風(fēng)險(xiǎn)。結(jié)果，項(xiàng)目支出將增

加15%o

項(xiàng)目經(jīng)理下一步該怎么做？

A.執(zhí)行風(fēng)險(xiǎn)管理計(jì)劃中識別的風(fēng)險(xiǎn)應(yīng)對措施

B.集合設(shè)計(jì)團(tuán)隊(duì)討論其他方案

C.通知關(guān)鍵干系人一個(gè)項(xiàng)目風(fēng)險(xiǎn)影響到項(xiàng)目預(yù)算

D.減少其他任務(wù)的支出15%,平衡并保持在預(yù)算之內(nèi)

37.Duringthecustomer?sfinalacceptanceofdeliverables,theproject

managerencountersoppositionfromalocalgroup.Theprojectmanagers

companyconductsarootcauseanalysisanddiscoversthattheproject

didnotadequatelyconsiderenvironmentalfactorsfortheproject

Duringwhichprocessshouldthishavebeencompleted?

A.Initiating

B.Monitoringandcontrolling

C.Planning

D.Executing

37.在客戶最終驗(yàn)收可交付成果期間，項(xiàng)目經(jīng)理遭遇到其他地方團(tuán)隊(duì)的反對意

見。項(xiàng)目經(jīng)理所在公司開展了一次根本原因分析，發(fā)現(xiàn)項(xiàng)目并未充分考慮項(xiàng)

目的環(huán)境因素。

這本應(yīng)該在下列那一個(gè)過程中完成？

A.啟動(dòng)

B.監(jiān)控

C.規(guī)劃

D.執(zhí)行

38.Aprojectmanagerworkswiththesalesmanageronarequestfor

proposal(RFP).Thecustomerisinterestedinanewproductfeaturewhich

isstillunderdevelopment.Thesalesmanageraskstheprojectmanager

toincludeintheresponsethatthefeatureisavailable

Whatshouldtheprojectmanagerdo?

A.Respondaccordingtothesalesmanagerssuggestion

B.Escalatetheissuetotheprojectsponsor

C.Advisethecustomerthattheproductfeatureisnotavailable

D.RefusetorespondtotheRFP

38.項(xiàng)目經(jīng)理與銷售經(jīng)理一起合作答復(fù)建議邀請書(FRP)?？蛻魧σ粋€(gè)仍處于

開發(fā)階段的新產(chǎn)品功能非常感興趣。銷售經(jīng)理要求項(xiàng)目經(jīng)理在答復(fù)中包含可

提供該功能的內(nèi)容

項(xiàng)目經(jīng)理應(yīng)該怎么做？

A.按照銷售經(jīng)理的建議答復(fù)

B.將該問題上報(bào)給項(xiàng)目發(fā)起人

C.同時(shí)客戶無法提供該產(chǎn)品功能

D.拒絕答復(fù)該RFP

39.Whilepreparingformonthlystakeholdermeeting,theproject

managementidentifiesaresourceavailabilityissuethatcouldimpact

theprojectschedulewillnotbeimpacted

Whichshouldtheprojectmanagerdonext?

A.Worktoresolvetheissuesothatitdoesnotimpacttheschedule

B.Acquireadditionalresourcestoresolvetheissue

C.Discusstheissuewiththestakeholdersduringthemonthlymeeting

D.Meetwiththeprojectteamtobrainstormhowtoresolvetheissue

39.在準(zhǔn)備每月干系人會(huì)議時(shí)，項(xiàng)目經(jīng)理識別到一個(gè)可能影響項(xiàng)目進(jìn)度的資源可

用性問題。項(xiàng)目經(jīng)理認(rèn)為如果問題能在幾周內(nèi)解決，則不會(huì)影響到進(jìn)度。

項(xiàng)目經(jīng)理下一步該怎么做？

A.設(shè)法解決問題，以便不影響進(jìn)度

B.招募額外資源解決這個(gè)問題

C.在月度會(huì)議上與干系人討論這個(gè)問題

D.與項(xiàng)目團(tuán)隊(duì)開會(huì)，頭腦風(fēng)暴討論如何解決這個(gè)問題

40.Aprojectmanagerworksonatelecommunicationsprojectwhichisa

highpriorityfortheorganization.Afterdefiningthescope,whichof

thefollowingprocessesshouldtheprojectteamworkonnext?

A.CreateWBS

B.Determinebudget

C.Develophumanresourcemanagementplan

D.Defineactivities

40.項(xiàng)目經(jīng)理正在管理一個(gè)在組織中處于優(yōu)先級的電信項(xiàng)目。定義范圍之后，項(xiàng)

目團(tuán)隊(duì)下一步應(yīng)從下列那一個(gè)過程？

A.創(chuàng)建WBS

B.確定預(yù)算

C.制定人力資源管理計(jì)劃

D.定義活動(dòng)

41.Aprojectmanagerschedulesameetingwithallstakeholderstoreview

andapprovetheprojectmanagementplanandallsubsidiaryplans.After

minorchangesaremade,approvalisgiventoproceedtothenextstage

Whatshouldtheprojectmanagerdonext?

A.Baselinetheprojectmanagementplanandthenprocesstheminor

changes

B.Updatetheprojectmanagementplanandsendittoallstakeholders

C.Continuetothenextphaseandthenreviewtheminorchanges

D.Conductindividualmeetingswiththestakeholderswhosuggestedthe

minorchanges

41.項(xiàng)目經(jīng)理與所有干系人安排了一次會(huì)議，審查并批準(zhǔn)項(xiàng)目管理計(jì)劃以及所有

子計(jì)劃。在進(jìn)行細(xì)微變更之后，獲得批準(zhǔn)繼續(xù)進(jìn)行下一個(gè)階段。

項(xiàng)目經(jīng)理下一步該怎么做?

A.以項(xiàng)目管理計(jì)劃為基準(zhǔn)，然后處理細(xì)微變更

B.更新項(xiàng)目管理計(jì)劃，并將其發(fā)送給所有干系人

C.繼續(xù)下一個(gè)階段，然后審查細(xì)微變更

D.與建議細(xì)微變更的干系人單獨(dú)開會(huì)

42.Whichofthefollowingtechniquesattemptstobalanceresource

requirementsbyreschedulingspecificactivities?

A.Schedulingcompression

B.Leveling

C.Smoothing

D.Adjustingleadsandlags

42.下列哪一項(xiàng)技術(shù)嘗試通過重新安排特定活動(dòng)的進(jìn)度以便平衡資源需求？

A.進(jìn)度壓縮

B.平衡

C.環(huán)節(jié)

D.調(diào)整時(shí)間提前量和滯后量

43.Beforethestakeholdermeeting.Whatcommunicationmethodshouldthe

projectmanagerusetoobtainkeystakeholderapprovaloftheproject

managementplan?

A.Email

B.Interactive

C.Pull

D.push

43.在干系人會(huì)議之前，項(xiàng)目經(jīng)理應(yīng)使用什么溝通方式獲得干系人對項(xiàng)目管理計(jì)

劃的認(rèn)可？

A.電子郵件

B.交互式溝通

C.拉式溝通

D.推式溝通

44.Anewlyassignedprojectmanagerdeterminesthattheprojectison

timeandwithbudget.However,asupplier'sdeliverableswillbedelayed

Whichshouldthenewprojectmanagerdonext?

A.Conductaquantitativeriskanalysisandidentifyhowtheriskmust

beaddressed

B.Meetwiththesupplierandrequestanimmediateresolution

C.Identifyandevaluatetheprojectedimpactoncostandschedule

D.Executethecontingencyplantoaddresstheimpactontheproject

schedule

44.一名新任命的項(xiàng)目經(jīng)理確定項(xiàng)目符合時(shí)間和預(yù)算要求。但是，一名供應(yīng)商的

可交付成果將延遲。

新項(xiàng)目經(jīng)理下一步該怎么做？

A.實(shí)施一次定量風(fēng)險(xiǎn)分析，并確定必須如何解決該風(fēng)險(xiǎn)

B.與供應(yīng)商開會(huì)，并要求立即解決

C.確定并評估對項(xiàng)目成本和進(jìn)度的影響

D.執(zhí)行應(yīng)急計(jì)劃解決對項(xiàng)目進(jìn)度的影響

45.Whiledevelopingaprojectcharterforaninternalproject,the

projectmanagerrealizessomefunctionalmanagersJexpectations

conflictwitheachotherandcouldnegativelyimpacttheproject

Whatshouldtheprojectmanagerdonext?

A.Developacommunicationsmanagementplan

B.Performastakeholderanalysis

C.Evaluatetherisks

D.Escalatetotheprojectsponsor

45.在為一個(gè)內(nèi)部項(xiàng)目制定項(xiàng)目章程時(shí)，項(xiàng)目經(jīng)理意識到一些職能經(jīng)理的期望與

另一些職能經(jīng)理的期望相沖突，可能對項(xiàng)目產(chǎn)生負(fù)面影響。

項(xiàng)目經(jīng)理下一步該怎么做？

A.制定溝通管理計(jì)劃

B.執(zhí)行干系人分析

C.評估風(fēng)險(xiǎn)

D.上報(bào)給項(xiàng)目發(fā)起人

46.Theprojectmanagerholds