PMP每日一練【十七】

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1.【單選題】10分|Aprojectmanagerinvitesanengineerwithexperiencetoaninitiationmeetingtodiscussdocumentedhistoricallimitationsandconstrains.Whichofthefollowingorganizationalassessordoestheprojectmanageruse？

項(xiàng)目經(jīng)理邀請(qǐng)一名有經(jīng)驗(yàn)的工程師出席項(xiàng)目啟動(dòng)大會(huì)，討論記錄的歷史限制和制約的因素。項(xiàng)目經(jīng)理使用的是下列哪一項(xiàng)組織資產(chǎn)？

ASubjectmatterexpert主題專家

BEnterpriseenvironmentalfactors事業(yè)環(huán)境因素

CLessonslearned經(jīng)驗(yàn)教訓(xùn)

DExpertjudgment專家判斷

2.【單選題】10分|Aprojectsponsorimplementsanewdocumentcontrolprocess.Thisnewprocesswilldelaytheaccessofinformation,whichwillcauselaborcostsincreaseandscheduleplandelay？Howshouldtheprojectmanagerintegratethisnewprocess？

一個(gè)項(xiàng)目發(fā)起人落實(shí)一項(xiàng)新的文件控制流程。這項(xiàng)新流程將延遲對(duì)信息的訪問，將導(dǎo)致人工成本增加以及進(jìn)度延遲。項(xiàng)目經(jīng)理應(yīng)該如何整合利用這個(gè)流程？

AImplementthenewrequirementsusingthechangemanagementplan.使用變更管理計(jì)劃實(shí)施新的需求。

BProposeamoreefficientdocumentcontrolprocessforuseontheproject.想出更為有效的文件控制流程用于項(xiàng)目。

CUsetheriskmanagementplantoevaluatetheriskandreportbacktothesponsor使用風(fēng)險(xiǎn)管理計(jì)劃評(píng)估風(fēng)險(xiǎn)，并向項(xiàng)目發(fā)起人報(bào)告。

DScheduleameetingwithprojectstakeholdersforariskurgencyassessment與項(xiàng)目干系人安排一次會(huì)議，進(jìn)行風(fēng)險(xiǎn)緊迫性評(píng)估。

3.【單選題】10分|AProjectteamisdevelopingtheriskmanagementplan..Whichtoolstechniquesofthisprojectareusedtodevelopriskcostelements,andscheduleactivities,whichwillbeincludedintheprojectbudgetandschedule？

項(xiàng)目團(tuán)隊(duì)正在制定風(fēng)險(xiǎn)管理計(jì)劃，本過程釆用何種工具和方法確定風(fēng)險(xiǎn)成本因素，并為項(xiàng)目預(yù)算和時(shí)間表覆蓋的活動(dòng)安排進(jìn)度？

APlanningmeetingsandanalysis會(huì)議

BLessonslearned經(jīng)驗(yàn)教訓(xùn)

CInformationgatheringtechnique信息釆集方法

DRiskdatequalityassessment風(fēng)險(xiǎn)數(shù)據(jù)質(zhì)量評(píng)估

4.【單選題】10分|Aprojecttomovecompany,sheadquartersisbeingplanned.Theprojectteamdebatestobeuseagileortraditionalprojectmanagermethodologies.Whatdocumentshouldbecreatedbeforetheprojectchartercanbefinalized？

公司啟動(dòng)了一個(gè)搬家項(xiàng)目，項(xiàng)目團(tuán)隊(duì)成員正在探討是用敏捷管理方法還是用傳統(tǒng)的項(xiàng)目管理方法，在制定項(xiàng)目章程之前應(yīng)該先創(chuàng)建什么文件/文檔？

ACommunicationmanagementplan溝通管理計(jì)劃

BProjectmanagementplan項(xiàng)目管理計(jì)劃

CWorkbreakdownstructure工作分解結(jié)構(gòu)

DBusinesscase商業(yè)論證

5.【單選題】10分|Aprojectwhichistomovecompany'sheadquartersisbeingplanned.Theprojectteamdebateswhichmethodtobeused,agileortraditionalprojectmanagementmethodologies.Whatdocumentshouldbecreatedbeforetheprojectchartercanbefinalized？

一個(gè)公司總部搬遷的項(xiàng)目正在計(jì)劃階段。項(xiàng)目成員正在為是采用敏捷項(xiàng)目管理還是傳統(tǒng)項(xiàng)目管理方式進(jìn)行項(xiàng)目而爭(zhēng)論。哪項(xiàng)文件應(yīng)該在項(xiàng)目章程確定前創(chuàng)建？

ACommunicationmanagementplan溝通管理計(jì)劃

BProjectmanagementplan項(xiàng)目管理計(jì)劃

CWorkbreakdownstructure工作分解結(jié)構(gòu)

DProjectStatementofWork項(xiàng)目工作說明書

6.【單選題】10分|Activitylists,barcharts,andnetworkdiagramsareoutputsofwhichofthefollowing？

活動(dòng)清單、橫道圖和網(wǎng)絡(luò)圖屬于下列哪一項(xiàng)的輸出？

ARiskmanagementplan風(fēng)險(xiǎn)管理計(jì)劃

BWBSdictionaryWBS詞典

CProjectcharter項(xiàng)目章程

DProjectschedules項(xiàng)目進(jìn)度計(jì)劃

7.【單選題】10分|Afteramake-or-buyanalysis,theprojectmanagerdecidedtooutsourcethedeliverablesthatincludedintheworkbreakdownstructure(WBS).Whichofthefollowingshouldtheprojectmanagerdonext？

進(jìn)行自制或外購分析后，項(xiàng)目經(jīng)理將己經(jīng)包含工作分解結(jié)構(gòu)（WBS)中的內(nèi)容進(jìn)行外包，項(xiàng)目經(jīng)理應(yīng)該釆取下列哪一項(xiàng)措施？

ARemovedeliverablesfromtheWBSthatwillbeoutsourced.將需要外包的可交付成果從WBS中移除。

BMaintainintheWBSthedeliverablesthatwillbeoutsourced.將需要外包的可交付成果保留在WBS中。

CCreateanotherWBSincludesonlythedeliverablesthatwillbeoutsourced創(chuàng)建另一個(gè)WBS,僅包含將需要外包的可交付成果。

DDon'tchangeanythingoftheWBSuntiltheoutsourcingproviderisselected等到選定外包供應(yīng)商后才對(duì)WBS進(jìn)行更改。

8.【單選題】10分|Aftercreatingtheprojectmanagementplan,whatshouldtheprojectmanagerdonext？

創(chuàng)建項(xiàng)目管理計(jì)劃后，項(xiàng)目經(jīng)理下一步應(yīng)該做什么？

ADraftmitigationplansfromtheriskregisterthatareauthorizedinthebudget.起草在預(yù)算中授權(quán)的風(fēng)險(xiǎn)登記冊(cè)中的風(fēng)險(xiǎn)減輕計(jì)劃。

BPresenttheprojectmanagementplantokeystakeholdersandobtaintheirapproved向關(guān)鍵干系人提交項(xiàng)目管理計(jì)劃并獲得他們的批準(zhǔn)。

CBeginsubcontractnegotiationstominimizescheduledelays.開始分包談判，盡可能減少進(jìn)度延期。

DPerformaqualityaudittoensurethereisabaselinetoproceed.執(zhí)行質(zhì)量審計(jì)并確保存在繼續(xù)進(jìn)行的基準(zhǔn)

9.【單選題】10分|Anapprovedprojectchartergivestheprojectmanagertheauthoritytodowhichofthefollowing？

已獲批準(zhǔn)的項(xiàng)目章程能為項(xiàng)目經(jīng)理提供從事下列哪一項(xiàng)的職權(quán)？

AEnterintonegotiationswithacustomerregardingscope與客戶就項(xiàng)目范圍進(jìn)行談判

BDefinetheproject'sbusinesscase定義項(xiàng)目的商業(yè)論證

CApplyresourcestoprojectactivities將資源應(yīng)用到項(xiàng)目活動(dòng)中

DSigncontractswithsub-suppliers與子供應(yīng)商簽署合同

10.【單選題】10分|Concernedaboutthequantityofirrelevantproject-relatedemails,ateammemberthinkonedeliverablewillbedelayed,becauseofthetimespentreadingandreplyingtoemails.Whatshouldtheprojectmanagerdo？

擔(dān)心與項(xiàng)目無關(guān)的郵件數(shù)量，一名團(tuán)隊(duì)成員認(rèn)為其中一個(gè)可交付成果將延遲，因?yàn)樵谧x和回復(fù)郵件上花費(fèi)了大量時(shí)間。項(xiàng)目經(jīng)理應(yīng)該怎么做？

AAsktheteammembertoworkovertimetocompletethework.要求團(tuán)隊(duì)成員加班完成工作。

BAsktheprojectteamtochangethe