PMP考前模擬試題

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。通過這份試題不意味著通過PMP認(rèn)證考試。1. Incrashingatask,youwouldfocuson:A. AsmanytasksaspossibleB. Non-criticaltasksC. AcceleratingperformanceoftasksoncriticalpathD. Accelerateperformancebyminimizingcost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加速執(zhí)行關(guān)鍵路徑上的任務(wù)。D通過成本最低化加速執(zhí)行任務(wù)。2. &quo

2、t;IcannottestthesoftwareuntilIcodethesoftware."Thisexpressiondescribeswhichofthefollowingdependencies?A. DiscretionaryB. SoftC. PreferentialD. Mandatoryorhard“在對(duì)軟件編碼前我不能進(jìn)行軟件測(cè)試?！边@句話說明了哪種依賴關(guān)系A(chǔ)隨意的B軟邏輯關(guān)系C優(yōu)先D強(qiáng)制或硬邏輯關(guān)系3. Whichofthefollowingformulasprovidesthemostaccurateresultforcomputingactivitydurat

3、ion?A. AD=Workquantity/ProductionrateB. AD=Workquantity/NumberofresourcesC. AD=Productionrate/WorkquantityD. AD=(Productionrate)(Workquantity)/Numberofresources以下哪個(gè)公式能最準(zhǔn)確的計(jì)算活動(dòng)歷時(shí)AAD活動(dòng)歷時(shí)=工作數(shù)量/生產(chǎn)率BAD=工作數(shù)量/資源數(shù)量CAD=生產(chǎn)率/工作數(shù)量DAD=生產(chǎn)率x工作數(shù)量/資源數(shù)量4. Resourceleveling:-1-外專局PMP認(rèn)證模擬試題A. dealswiththeeffectiveuseofr

4、esourcesthroughtheschedulingoftheprojecttominimizetheresourcetime.B. typicallytendstohavenoeffectonthedurationoftheactivitiesC. tendstoincreasetheoriginalprojectcompletiondateD. isparallelworkingfordecreasingtheprojectcompletiondate資源平衡A通過對(duì)項(xiàng)目進(jìn)行進(jìn)度計(jì)劃編制使資源時(shí)間最小化有效的利用資源。B通常對(duì)活動(dòng)歷時(shí)沒有影響。C可能增加原來的項(xiàng)目工期。D為了減少項(xiàng)目工

5、期采用的平行工作法。5. WhichoneofthefollowingisNOTatrade-offdecisionthatmustbemadeinthedevelopmentoftheprojectplan?A. WhethertouseskilledorunskilledlaborersB. Theamountofprofitvendorsshouldmakeversustheprofitothervendorshavereceivedinthepast.C. Manufacturingin-houseorsub-contractingouttheworkD. Theimportanceo

6、fcostversusquality.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. ThemostimportantroleofPMinaMatrixorganizationisA. CommunicationB. IntegrationC. NegotiatingD. Leadership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. Whenaprocessisincontrol,whatdoyouwanttodotothepro

7、cess?A. Theprocessshouldnotbeadjusted.B. Theprocessmaybeadjustedforcontinuousimprovement.C. Theprocessshouldbealwaysadjustedforcontinuousquality.D. Theprocessshouldberegularlyadjusted.當(dāng)一個(gè)過程處于控制之中你相對(duì)此過程作什么A.不應(yīng)該調(diào)整該過程。B.可以調(diào)整該過程達(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)整該過程。D.應(yīng)該定期調(diào)整該過程。8. Yourcompanyhasstart

8、edadevelopmentprojectforapublicsector.Thereareextenuatingcircumstancesrevolvingaroundtheprojectsite,whereitmaydestroythousandsofacresinhibitedbyhundredsofwildlifespecies.Youcompanyhaslongsupportedtheenvironmentandhasoffereditsnametonon-profitgroupstosupporttheenvironmentalmovement.Youaretheprojectma

9、nagerandareconfrontedbyoneofthenon-profitenvironmentalgroupleader'sregardingyourcompany'sinvolvementinmanagingthis"environmentallydestructive“project.Howshouldyoureacttotheenvironmentalleader'squestions?A. Onlyanswerquestionsregardingtheprojectwork,otherwiseyoushouldsay“nocomment”.B

10、. Speakoutinoppositiontoyourcompany'sinvolvementwiththisproject.C. Statethatyouaretheprojectmanagerontheprojectandarenotqualifiedtoansweranyenvironmentalquestionsregardingtheproject;thenreferthemtothepublicrelationsofficeforanyfurtheranswers.D. Admitthatyouaretheprojectmanagerandtrytohandleallof

11、thequestionsthatyoucan.你的公司已經(jīng)開始某公共部門的一個(gè)開發(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)百種野生物種的數(shù)千畝家園。你的公司長(zhǎng)期以來就支持環(huán)境問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。你對(duì)此質(zhì)問應(yīng)該做何反應(yīng)A.只回答針對(duì)項(xiàng)目工作的問題否則回答“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)理沒有資格回答關(guān)于該項(xiàng)目的任何環(huán)境問題。然后告訴他們?nèi)缬羞M(jìn)一步的問題請(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題。9. Duringplanningy

12、ousitdownandestimatethetimeneededforeachtaskandtotalthemtocomeupwiththeprojectestimate.Thisdurationiswhatyoucommittocompletetheproject.Whatiswrongwiththescenario?A. Theteamdidnotcreatetheestimateandestimatingtakestoolongusingthatmethod.B. Theteamdidnotcreatetheestimateandanetworkdiagramwasnotused.C.

13、 TheestimateistoolongandshouldbecreatedbymanagementD. Theprojectestimateshouldbethesameasthecustomer'srequiredcompletiondate在進(jìn)行計(jì)劃編制時(shí)你坐下來對(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)目估算。這個(gè)歷時(shí)就是你承諾完成項(xiàng)目的時(shí)間。以上描述有什么錯(cuò)誤A.項(xiàng)目小組沒有參與估算而且這種方法耗時(shí)太長(zhǎng)。B.項(xiàng)目小組沒有參與估算而且沒有使用網(wǎng)絡(luò)圖。C.估算時(shí)間太久應(yīng)該有管理層完成。D.項(xiàng)目估算應(yīng)該和客戶要求的完工日期吻合。10. “costofquality"

14、;isaprojectmanagementconceptthatincludescostof;-3-外專局PMP認(rèn)證模擬試題A. exceedingrequirementsB. changestotherequirementsC. ensuringconformancetorequirementsD. thequalitycontrolrequirements“質(zhì)量成本”是一個(gè)項(xiàng)目管理概念它包括下列哪項(xiàng)所需的成本A.超過要求B.要求變更C.保證符合要求D.質(zhì)量控制要求11. Mr.Huangisaprojectmanagerforasmallcompany.Recentlyhewasprepa

15、ringatoughcompetitionproposal.Heknowsthatthecalculatedcostsaretoohighandsodoeshissupervisor,MissLiu.MissLiusuggeststoMr.Huangtocutthecostsby15%towinthebidding.Bydoingso,thecompanywillnotmakeaprofit.WhatistheethicalthingthatMr.Huangshoulddo?A. HuangtellsLiuthathehasdifficultyinreducingthepricebelowco

16、stbutwantstodiscusswaystoreducethebidprice.B. Huangthinksthatifhereducesthecost,thecompanywillwinthebusinessandhopefullycanpickupadditionalrevenuefromprojectchanges.C. Submittheproposalatthecurrentcostcalculation.D. Letthemarketingpeopledecide.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。他知道計(jì)算出的成本太高他的主管劉小姐也明白

17、。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。從道德角度來說黃先生應(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)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D.讓市場(chǎng)營(yíng)銷人員決定12. Whichofthefollowingisconsideredaconflictofinterest?A. Discussingyourprojectwithafriend.B. Startingtoworkingforacompetitorjustafterresigningyourp

18、osition.C. Amodestgifttoyoufromacompanythatyouhavedonebusinesswithforyears.D. Useyourcompany'saffiliationtopromoteyourownbusiness.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始為競(jìng)爭(zhēng)對(duì)手工作C.接受有多年業(yè)務(wù)往來的公司的一個(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. Youraretheprojectmanagerinaprojectwhereyoushouldbuymanyoff-the-shelfparts.Forsome

19、partsthatarebeingdesignednow,theprojectsponsorindicatedacertainvendorandaskedyoutoreleaseapurchaseordertothevendor.Thecostofthevendordoesnotmeetyourcostand-4-外專PMP認(rèn)證模擬試題therequirements.Whatshouldyoudo?A. Releasethepurchaseorderasrequested.B. Refusethesponsor'srequest.C. Withholdthepurchaseorderu

20、ntilthebudgetandrequirementsarereviewedforthepurpose.D. Makeapurchaseordertospecifylessexpensivepartsthatarebelievedtoberequiredfortheprojectproduct.你是一個(gè)需要購(gòu)買許多標(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)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A.按要求發(fā)出采購(gòu)訂單B.拒絕項(xiàng)目發(fā)起人的請(qǐng)求C.保留采購(gòu)訂單直到預(yù)算和要求已經(jīng)經(jīng)過審核D.填寫采購(gòu)訂單定購(gòu)項(xiàng)目產(chǎn)品所需的更便宜的部

21、件。14. Theprincipalsourcesofprojectfailureare-A. Lackofaprojectizedorstrongmatrixstructure,poorscopedefinition,andlackofaprojectplanB. Lackofcommitmentorsupportbytopmanagement,disharmonyontheprojectteam,andlackofleadershipbytheprojectmanagerC. Poorlyidentifiedcustomerneeds,ageographicallydispersedpro

22、jectteam,andlittlecommunicationwiththecustomeruntiltheprojectisdeliveredD. Organizationalfactors,poorlyidentifiedcustomerneeds,inadequatelyspecifiedprojectrequirements,andpoorplanningandcontrol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在項(xiàng)目交付前沒有和客戶充分溝通D組

23、織因素客戶需求認(rèn)識(shí)不充分項(xiàng)目需求不明確計(jì)劃編制和控制不力15. Contractorhasperformedtheprojectuponcustomer'srequests.Attheprojectcompletion,CustomerrequestedminorScopeCreepbeforeFinalAcceptance.Whatisthebestresolutionwhichmaysatisfybothparties?A. ResolvewithcontingencybudgetB. PersuadethecustomerthatthechangeisnotnecessaryC.

24、 AskthecustomertosubmittheChangeRequestD. Lettheprojectteamtostudythealternativesfortherequest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.利用應(yīng)急預(yù)算來解決B.勸服客戶變更沒有必要C.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. Duringcloseout,manyprojectmanagerstendtodelaypersonnelreassignmentaslongaspossib

25、lebecauseA. TheyarereluctanttoconfrontanyinterpersonalconflictsthatmayoccurintheprocessB. TheybelievethatnoonewillwanttoleavetheprojectC. ThefunctionalmanagersdonotwanttheteammemberstoreturnTheteammembersdonotwanttomoveontonewassignments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)锳.他們不愿意使自己面臨這個(gè)過程可能發(fā)生的任何人際沖突B.他們認(rèn)為沒

26、有人想要離開項(xiàng)目C.職能經(jīng)理不想小組成員回去D.小組成員不想又被分配新任務(wù)17. ACPIof.80means?A. Asofnowweexpectthetotalprojectcostof80%morethanplannedB. Whentheprojectiscompletedwewillhavespent80%moreC. Yourprojectisonlyprogressingat80%ofthatplannedD. Yourprojectisonlygetting80centsoutofeverydollarinvested成本績(jī)效指數(shù)CPI為.80的意思是A.目前我們預(yù)期總成本超過

27、計(jì)劃的80%。B.項(xiàng)目完成是我們將超支80%oC.你的項(xiàng)目現(xiàn)在已經(jīng)進(jìn)行了計(jì)劃的80%oD.你項(xiàng)目投入的每一美元只收到80美分的效果。18. Toassesstheimplicationsofcrashingaproject,aprojectmanagershouldfirstcomputeA. ThecostandtimeslopeforeachcriticalactivitythatcanbeexpeditedB. Thecostofadditionalresourcestobeaddedtotheproject'scriticalpathC. Thetimethatwillbesa

28、vedintheoverallschedulewhentasksareexpeditedonthecriticalpathD. ThreeprobabilistictimeestimatesofPERTforeachcriticalpathactivity要評(píng)估項(xiàng)目失敗的影響項(xiàng)目經(jīng)理應(yīng)該首先計(jì)算A.可以加速的每件關(guān)鍵活動(dòng)的成本和時(shí)間坡度B.添加到項(xiàng)目關(guān)鍵路徑的附加資源成本C.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D.每個(gè)關(guān)鍵路徑活動(dòng)的PERT三個(gè)時(shí)間估算19. Duringtheexecutionofaprojecttheprojectmanagerdeterminesthatachan

29、geisneededtomaterialpurchasedfortheproject.Theprojectmanagercallsameetingoftheirteamtoplanhowtomakethechange.Thisisanexampleof?A. ManagementbyObjectivesB. LackofachangecontrolsystemC. GoodteamrelationsD. Lackofaclearworkbreakdownstructure制訂項(xiàng)目期間項(xiàng)目經(jīng)理確定項(xiàng)目需要購(gòu)買的材料有必要變更。項(xiàng)目經(jīng)理召開項(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P

30、MP認(rèn)證模擬試題A.目標(biāo)管理B.缺乏變更控制系統(tǒng)C.良好團(tuán)隊(duì)關(guān)系D.缺乏明確的工作分解結(jié)構(gòu)20. Projectmanagementtechniquesappliedtoongoingoperationsiscalledas-A. CodeofaccountB. ManagementbyprojectsC. ManagementbyobjectivesD. Theworkbreakdownstructure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. Theneedfor()isoneofthemajordrivingforcesforcom

31、municationinaproject:A. OptimizationB. IntegrityC. IntegrationD. Differentiation的需求是項(xiàng)目溝通的一個(gè)巨大驅(qū)動(dòng)力。A.最優(yōu)化B.完整C.整合D.區(qū)別22. Whoisresponsiblefordeterminingtheprojectcostvarianceacceptablerange?A. FunctionalmanagerB. DepartmentheadsC. UppermanagementD. Projectmanager應(yīng)該由誰(shuí)負(fù)責(zé)確定項(xiàng)目成本偏差可接受幅度A.職能經(jīng)理B.部門領(lǐng)導(dǎo)C.高層管理D.項(xiàng)目

32、經(jīng)理23. Twofundamentalobjectivesofprojectcontrolareto-A. AlteractivitiestoachieveresultsandmanageorganizationalassetsB. EliminateunexpectedtechnicalproblemsandidentifytechnicaldifficultiesthatrequiremoreresourcesC. EnsurethatresourcesareavailablewhenneededandavoidincreasesinthescopeofworkD.Havetherequ

33、iredmaterial,personnel,andequipmentavailablewhenneededandensurethatbudgetingisadequate項(xiàng)目控制的兩個(gè)基本目標(biāo)是A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B消除預(yù)料外的技術(shù)問題確認(rèn)需要更多資源的技術(shù)困難。C保證在需要時(shí)可以獲得資源避免工作范圍的延伸。D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. Aprojectteamwascomposedof5members.Six(6)moremembersadditionallyjoinedtothisteam.Whatistheinc

34、reaseincommunicationchannel?A. Six(6)B. 4.5timesC. 2timesD. Twenty(2)項(xiàng)目小組原來有5個(gè)成員?，F(xiàn)在新增加6個(gè)成員。溝通渠道增加了多少E. 6條F. 4.5倍G. 2倍H. 2條25. Oneofteammemberscomplainsthatthejobconditionisnotsafe.Whatisthebestapproachoftheprojectmanagerindealingwiththiscomplaint?A. Sinceonlyonemembercomplains,donothing.B. Havethesi

35、teinspectedbyyourclient'ssafetymanagerandnotifyyourcompany'ssafetyorganizationregardingthepotentialhazard.Thenfollow-upwiththeemployeethatmadethecomplaint.C. Haveameetingwiththeemployeetodiscusstheproblemonlytomakethemfeelbetteraboutthesituation.D. Turntheentireproblemovertotheclientforthemt

36、oresolve.一個(gè)小組成員投訴說工作條件不安全。項(xiàng)目經(jīng)理處理這個(gè)投訴時(shí)采用的最佳方法是A.既然只有一個(gè)員工投訴置之不理B.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。然后跟蹤投訴的員工。C.召開員工會(huì)議討論這個(gè)問題目的是讓他們感覺更舒服D.把問題題給客戶讓他們自己解決26. Thecriticalpathhasthefloatofminus20(-20)days.Ifthepathhastwoactivities,whatmaythismean?A. Thecriticalpathmustbeevaluatedtodeterminetheactualfloat.B. Projec

37、tisexpectedtofinish20daysearlier.C. Eachactivityhas20daysfloat.D. DurationCompressionmayberequiredtosatisfytheprojectcompletion.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A必須評(píng)估關(guān)鍵路徑以決定實(shí)際的時(shí)差。B預(yù)期提前20天完成項(xiàng)目。C每個(gè)活動(dòng)時(shí)差為負(fù)20天。D要滿足項(xiàng)目完工要求可能需要采取歷時(shí)壓縮。27. Schedulecontrolisconcernedwithallthefollowingexcept-A. Influencingth

38、efactorsthatcreateschedulechangestoensurethatthechangesarebeneficialB. DeterminingthattheschedulehaschangedC. Managingtheactualchangeswhenandastheyoccur-8-外專局PMP認(rèn)證模擬試題D. Changingtheschedulebasedoncustomerdemands進(jìn)度計(jì)劃控制不考慮以下哪一項(xiàng)A.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。B.確定進(jìn)度計(jì)劃已經(jīng)變化。C.管理實(shí)際發(fā)生的變更。D.根據(jù)客戶需求變更進(jìn)度計(jì)劃。28. Whos

39、houldbeincontroloftheprojectplanning?A. TheprojectmanagerB. TheteammemberC. FunctionalmanagerD. Theprojectmanager'sboss項(xiàng)目計(jì)劃編制應(yīng)該由誰(shuí)控制A項(xiàng)目經(jīng)理B項(xiàng)目成員C職能部門經(jīng)理D項(xiàng)目經(jīng)理的上司29. Onanenvironmentalremediationproject,anexampleofavalue-addingchangeisonethat-A. Iscausedbyaneworrevisedgovernmentregulationnecessitatingt

40、hatthedesignberesubmittedB. Takesadvantageofcost-reducingtechnologythatwasnotavailablewhenthescopewasoriginallydefinedC. Usesabillofmaterialstodefinethetotalscopeoftheproject,includingallassembliesandsubassembliesCorrectsomissionofarequiredfeatureinthedesignofasystem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A由于政府規(guī)定經(jīng)過

41、修訂需要重新提交設(shè)計(jì)。B利用按照原來定義的范圍不可獲取的可以降低成本的技術(shù)。C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。D修正系統(tǒng)設(shè)計(jì)中遺漏的但應(yīng)該有的特征。30. Whichofthefollowingapproachestoqualityimprovementisleastlikelytoproducepositiveresults?A. continuousimprovementB. increasedinspectionC. statisticalqualitycontrolD. clienttrackingprocess以下哪種質(zhì)量改進(jìn)方法最不可能產(chǎn)生積極作用A.持續(xù)改進(jìn)

42、B.加強(qiáng)檢驗(yàn)C.統(tǒng)計(jì)質(zhì)量控制D.客戶跟蹤過程31. Inthestrongandweakmatrixstructures,thebalanceofpowermaybeshiftedtoeithertheprojectmanagerorfunctionalmanagerbychangingthe:A. Levelsatwhichtheprojectandtheparticipatingfunctionalmanagersreport-9-外專局PMP認(rèn)證模擬試題B. Supportprovidedtotheprojectandfunctionalmanagersfromtopmanagement

43、C. PhysicaldistancesbetweenthepeopleinvolvedintheprojectAlltheabove在強(qiáng)矩陣和弱矩陣結(jié)構(gòu)中通過改變以下哪項(xiàng)則可把均勢(shì)轉(zhuǎn)移到項(xiàng)目經(jīng)理或職能經(jīng)理A.項(xiàng)目經(jīng)理和參與的職能經(jīng)理的匯報(bào)級(jí)別B.高層管理給項(xiàng)目經(jīng)理和職能經(jīng)理提供的支持C.項(xiàng)目涉及者之間的物理距離D.以上各項(xiàng)32. LackofcommunicationandunsolvedargumentsimplyA. ComplicatedprojectB. CrashedscheduleC. InefficientprojectteamD. Undefinedresponsibilit

44、yofprojectteam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. Thecustomerwantstomakeamajorchangetothescopeofworkwhentheprojectismostlycomplete.Theprojectmanagershould?A. MakethechangeB. InformthecustomeroftheimpactofthechangeC. RefusethechangeD. ReporttoChangeControlBoard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

45、的變更項(xiàng)目經(jīng)理應(yīng)該A進(jìn)行變更B告訴客戶變更帶來的影響C拒絕變更D向變更控制委員會(huì)匯報(bào)34. “Onlymybosscanagreetothatrequest,andheisn'there.Whydon'tweagreetoonlytheschedule?Icanagreetothat."Whattypeofnegotiationtechnique?A. Goodguy,badguyB. DelayC. MissingmanD. Limitedauthority“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)?！边@是哪一類談判技

46、術(shù)A.好人、壞人B.拖延C.失蹤D.權(quán)力有限35. Inwhichtypeofcontract,ContractorismostconcernedinCostEstimate?A. FirmFixed-10-外專局PMP認(rèn)證模擬試題B. CPIFC. 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. WhichofthefollowingstatementsisNOTtruewithregardtocostreimbursementcontracts?A. Theseller'sinterest

47、incostcontroldiminishes.B. Paymentisbasedsolelybythedeliveryofgoodsandservices.C. Thebuyer'sconcernabouttheseller'sperformanceincreases.Thebuyerbearsthegreaterfinancialrisk.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.賣方對(duì)成本控制的興趣降低了B.付款僅根據(jù)貨物或服務(wù)的交付C.買方更關(guān)心賣方的執(zhí)行情況D.買方的財(cái)務(wù)風(fēng)險(xiǎn)更大了37. Anactivityhasthefollowingestimateddur

48、ation;Optimistic=6days,Mostlikely=21days,Pessimistic=36days.Whatisthepossibilitythattheactivityisfinishedfrom16daysto26days?A. 54%B. 68%C. 95%D. 99.73%一個(gè)活動(dòng)的歷時(shí)估算如下最樂觀估算=6天最可能估算二21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A54%B68%C95%D99.73%38. Projectplansaredevelopedbythe:A. SeniormanagerB. Functionalmanag

49、ersC. ProjectmanagerD. Projectteam項(xiàng)目計(jì)劃由編制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39. Theprojecthasaproblemwithpersonnelperformance.Thisisbesthandledthrough:-11-外專局PMP認(rèn)證模擬試題B. CPIFC. 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. WhichofthefollowingstatementsisNOTtruewithregardtocostreimbursement

50、contracts?A. Theseller'sinterestincostcontroldiminishes.B. Paymentisbasedsolelybythedeliveryofgoodsandservices.C. Thebuyer'sconcernabouttheseller'sperformanceincreases.Thebuyerbearsthegreaterfinancialrisk.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.賣方對(duì)成本控制的興趣降低了B.付款僅根據(jù)貨物或服務(wù)的交付C.買方更關(guān)心賣方的執(zhí)行情況D.買方的財(cái)務(wù)風(fēng)險(xiǎn)更大了37. A

51、nactivityhasthefollowingestimatedduration;Optimistic=6days,Mostlikely=21days,Pessimistic=36days.Whatisthepossibilitythattheactivityisfinishedfrom16daysto26days?A. 54%B. 68%C. 95%D. 99.73%一個(gè)活動(dòng)的歷時(shí)估算如下最樂觀估算=6天最可能估算二21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A54%B68%C95%D99.73%38. Projectplansaredevelopedbyth

52、e:A. SeniormanagerB. FunctionalmanagersC. ProjectmanagerD. Projectteam項(xiàng)目計(jì)劃由編制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39. Theprojecthasaproblemwithpersonnelperformance.Thisisbesthandledthrough:-11-外專局PMP認(rèn)證模擬試題A. FormalwrittencommunicationB. FormalverbalcommunicationInformalwrittencommunicationInformalverbalcommunication

53、項(xiàng)目出現(xiàn)人事績(jī)效問題。最好通過什么手段處理A.正式書面溝通B.正式口頭溝通C.非正式書面溝通D.非正式口頭溝通40. Duringtheprojectexecution,anewPMwasassigned.TheprojecthasbeenexecutedalongtheplanandPMhasfoundCustomerhadcomplaintsagainstReportingMethod.WhatisthefirstthingforPMtodo?A. CheckCommunicationSystemB. AskCustomer'scomplaintsandrequirementsan

54、dsearchforthesolutionC. SuggestthemodifiedreporttothecustomerD. Lettheprojectteamdevelopalternatives項(xiàng)目執(zhí)行期間重新委任了一名新項(xiàng)目經(jīng)理。項(xiàng)目已經(jīng)按照計(jì)劃執(zhí)行但是項(xiàng)目經(jīng)理發(fā)現(xiàn)客戶對(duì)報(bào)告方法相當(dāng)不滿。項(xiàng)目經(jīng)理應(yīng)該首先做什么A.檢查溝通系統(tǒng)B.詢問客戶的不滿和要求找出解決方案C.向客戶建議修改報(bào)告D.讓項(xiàng)目小組制定替代方案41. Ofthefollowingfactors,whichonehasthegreatesteffectontheproject'scommunicationrequi

55、rements?A. StakeholderresponsibilityrelationshipsB. ExternalinformationneedsC. AvailabilityoftechnologyD. Theproject'sorganizationalstructure以下各因素中哪一個(gè)對(duì)項(xiàng)目的溝通要求影響最大A.項(xiàng)目干系人職責(zé)關(guān)系B.外部信息需求C.技術(shù)可利用性D.項(xiàng)目的組織結(jié)構(gòu)42. Whichofthefollowingtoolsortechniquesareusedintheinformationdistributionprocess?A. Communicatio

56、nmanagementplan,projectplan,andinformationdistributionsystemB. Informationdistributionsystem,informationretrievalsystem,andperformancereportsC. Communicationskills,informationretrievalsystem,andinformationdistributionsystemD. Communicationskills,workresults,andstatusreports以下哪些工具或技術(shù)用于信息發(fā)布過程A.溝通管理計(jì)劃、項(xiàng)目計(jì)劃、信息發(fā)布系統(tǒng)B.信息發(fā)布系統(tǒng)、信息檢索系統(tǒng)、績(jī)效報(bào)告C.溝通技巧、信息檢索系統(tǒng)、信息發(fā)布系統(tǒng)D.溝通技巧、工作結(jié)果、狀態(tài)報(bào)告-12-外專局PMP認(rèn)證模擬試題43. Thechangecontrolsystemmustincludeallexcept-A. ThepaperworkB. ThetrackingsystemC. AuthorizationapprovallevelsD. Incentivesforsuccessfulnegotiation變更控制系統(tǒng)不包括下列哪項(xiàng)A文書工作B跟蹤系統(tǒng)C授權(quán)許可級(jí)別D成功談判的激勵(lì)44. Theprojectpla