PMP真题2.docx

1、PMP真题21. You have just finished most of the work on a new system integration project when the seller comes to you with detailed procedures for close out of the contract. The contract included closeout procedures. What should the project manager do?A. Revise the closeout procedures after getting mana

2、gements approval.B. Get a change order.C. Create new procedures that are more complete.D. Assess the quality of the sellers new detailed procedures and if they are better than the current procedures.use them.你刚刚完成一个系统集成项目的大部分工作。供应商找到你并拿出一个详细的合同收尾程序。但是合同中已经规定了合同收尾程序，作为项目经理的你应该怎么做？A、获得管理层批准后收尾程序B、获得一个

3、变更单C、建立一个更加完整的程序D、评估供应商新的详细程序的质量，如果好于现在的程序，就予以采纳。2. The project managers analysis concludes the projects cost performance index is at 80%.The projects actual cost to date is US$100,000, but the project was predicted to cost US$120,000 to date. What is the projects schedule performance index?A.0.96B.

4、0.83C.0.76D.0.67项目经理分析后得出结论，项目的成本绩效指数为80%，到目前为止，项目的实际成本是100,000美元，但是预计到目前的成本应为120,000美元。那么项目的进度绩效指数是多少？A.0.96B.0.83C.0.76D.0.673. Your company is receiving a shipment of goods from the sellers when you get a call from the procurement manager who tells you that the shipment does not meet the requirem

5、ents of the contract. You look at the shipment yourself and determine that the shipment meets the needs of the project. What should you do next?A. Send the shipment back.B. Accept the shipment.C. Issue a change order to change the contract specifications.D. Expect to receive a claim from the seller.

6、你公司收到了供应商提供的一批货物。采购经理电话告诉你，这批货物不符合合同需求。你亲自看了货物之后，认为这些货物还是满足项目需求的。接下来你应该怎么做？A、将货物送回B、接收货物C、发起变更，改变合同条款D、等待接受卖方的索赔4.Which three PERT variables are needed to calculate the expected activity duration?A. Expected, most likely, and realistic.B. Most likely, optimistic, and pessimistic.C. High, low, and me

7、dium.D. Medium, minimum, and most likely.计算预期的活动时间需要哪三个PERT变量？A、预期的最可能的和现实的B、最可能的，最悲观的和最乐观的C、高级低级中级D、中等，最小和最有可能5. A project manager determines that a piece of software can be given to the quality assurance group 15 days after coding begins.How is this represented on a project plan?A.Finish-to-finish

8、-15B.Finish-to-start+15C.Finish-to-start-15D.Start-to-start+15项目经理确定在编程开始15天后，可以将一个软件提供给质量保证组。这在项目计划上是如何表示的？A.完成-到-完成-15B.完成-到-开始+15C.完成-到-开始-15D.开始-到-开始+156. A new project manager is assigned to a project that is currently behind schedule. New project manager should use the earned value methodology

9、 to identify which of the following?A.Resource breakdown structureB.Risk associated with the schedule delay.C.Scope creep on the project.D.Variances against the baseline.一名新项目经理被任命管理一个目前落后于进度的项目。新项目经理应使用挣值技术来确定下列哪一项？A.资源分解结构B.与进度延迟有关的风险C.项目中的范围蔓延D.基准偏差7. A senior manager responsible for business tra

10、nsaction identified a system requirement to control the trading risks. The senior manager drafts document required to demonstrate rationality and establish boundaries for the project. A senior manager asks the project manager to starts project planning immediately. What should the project manager do

11、 first?A. Identify stakeholders.B. Develop project charterC. Define the project scope.D. Write a business case.负责商业交易的高级经理识别到控制交易风险的某个系统需求。高级经理起草了一份包含论证项目合理性与确定项目边界的文件，高级经理要求项目经理立即开始项目规划。项目经理首先应该怎么做？A、识别干系人B、制定项目章程C.、定义项目范围D、编写商业论证8.In terms of the budget, the project manager must report to the spon

12、sor on the value of the work performed to date. What should the project manager calculate?A. Actual costs.B. Planned value.C. Earned value.D. Variance analysis.在预算方面，项目经理必须向发起人汇报到目前为止所执行工作的价值。项目经理应该计算什么？A、实际成本B、计划价值C、挣值D、偏差分析9. While planning the project, you discover that an expert resource might b

13、e available to work on your project. However, the resource manager will not commit to the resource being on your team at the present time. The best thing to do would be to estimate the task:A.As if the expert resource were available.B.As though you had an average resource doing the task.C.As if you

14、had an inexperienced resource.D. Using the Delphi method.在编制项目计划时，你发现有一个专家资源可资利用到你的项目中，但是资源经理当时却不能承诺把他分配到你的项目团队中。你估算这个任务时应该：A、按照专家能否利用来估算。B、按照普通的资源水平来完成任务C、按照不熟练的资源水平来完成任务D、使用德尔菲法10.A company obtained a project in a new region. The project manager identified the risk of the project and the sort. Whi

15、ch of the following actions should the project manager take next?A. Plan Risk Responses process.B. Develop appropriate measures, and improve the positive risk or opportunity.C. Improve opportunities and reduce threats.D. Update risk information.某公司在一新地区获得一个项目，项目经理识别了该项目风险并予以排序。项目经理接下来应该采取下列哪项行动？A、实施

16、规划风险应对过程B、制定恰当措施，提高积极风险或机会C、提高机会、降低风险D、更新风险信息11. The project team started to plan the activities for implementation project. The duration of the last three similar implementations was 7, 8 and 15 weeks respectively. What would be the expected duration for the new project according to PERT analysis?项

17、目团队开始为一个实施项目计划活动。过去三个类似实施项目的工期分别为7周、8周和15周。根据PERT法分析，新项目的预期工期是多少？A、8.5B、9C、10D、1212. A project team may face both positive and negative risks. Which strategy should be used to deal with both types of risks?A.TransferB.AcceptC.ShareD.Mitigate项目团队可能面对积极和消极风险。下列哪种策略可被用来处理这两种风险类型？A.转移B.接受C.分享D.减轻13. Wha

18、t is the name of the document which states whether the project is worth the required investment, based on a cost-benefit analysis made by the company at the initiation of a new project?A.Project statement of work.B.Business case.C.Strategic plan.D.Business plan.下列哪个文件根据公司在新项目之初所做成本效益分析,阐述了项目是否值得所需投资

19、？A.项目工作说明书B.商业论证C.战略计划D.商业计划14. During the delivery of a key product, an issue is identified that will delay the project by two weeks. While assessing the issue, it becomes clear that team member was aware of this risk a month earlier but did not escalate it to the project manager. Who is responsibl

20、e for identifying this project risk?A、Project risk manager.B、Project sponsor.C、Project team member.D、Project manager.在交付一个关键产品期间，识别到一个问题将会延迟项目两周时间。在评估该问题时,很清楚的是，某个团队成员一个月前已经注意到这个风险，但是没有向项目经理上报。谁应该为没有识别到这个项目风险负责？A.项目风险经理B.项目发起人C.项目团队成员D.项目经理15. During which of the stages of the team development do th

21、e team members adjust habits and behaviors, and start trusting each other?A.PerformingB.AdjourningC.NormingD.Forming团队成员在团队建设五阶段的哪一阶段中调整习惯和行为并开始相互信任？A.成熟B.解散C.规范D.形成16. To limit risk associated with a change, the project manager performs an audit to ensure that a new minimum/maximum threshold requir

22、ement is implemented properly. A test will be run 10 times and the results will be graphed for visual analysis. Which of the following quality tools will help the project manager determine success?A.Control chart.B.Statistical sampling.C.Pareto chart.D.Scatter diagram.为了限制与变更有关的风险，项目经理执行了一个审计，确保新的最小

23、/最大限值要求能够被正确执行。测试将会进行10次，测试结果将会用图标表示用于可视化分析。下列哪一项质量工具将帮助项目经理判定测试是否成功？A.控制图B.统计抽样C.帕累托图D.散点图17. The project manager is informed by the companys internal auditor that the project documentations must be reviewed at the next quality audit. What is the purpose of this audit?A. Verify that the production

24、quality meets customer expectations.B. Ensure the companys processes align with ISO 9001.C. Check that the companys quality process is followed.D. Meet process improvement recommendations.公司内部审计员通知项目经理必须在下一次质量审计时审查项目文档。该审计的目的是什么？A、验证产品质量是否符合客户期望B、确定公司的过程符合ISO 9001C、检查是否遵循公司的质量过程D、满足过程改进建议18. In the

25、completion of the project, the project manager archives the project plan, meeting minutes, regulatory reports, and other project documents. After completing these final project reports, what should the project manager do next?A. Distribute the final report to the sponsor.B. Close procurements.C. Obt

26、ain acceptance of project deliverables.D. Update the issue log.完成项目时，项目经理存档项目计划，状态会议纪要，监察报告和其他一些项目文件。在完成这些最终的项目报告后，项目经理下一步应该怎么做？A、将最终报告分发给发起人B、结束采购C、获得项目可交付成果的验收D、更新问题日志19. The project received an unexpected risk effects, forcing the project manager to perform a contingency measures, this situation

27、will affect the demand reached. Should the project manager do?A.Will affect the archive as a quality deviationB.The case to the judgment of expertsC.Put forward change requestD.Sensitivity analysis项目受到一个未预料到的风险的影响，迫使项目经理执行一个权变措施，这种情况将影响到需求的达成。项目经理应该怎么做？A、将影响归档作为质量偏差B、将该案例转给专家判断C、提出变更请求D、进行敏感性分析20. W

28、hich of the following contains information related to the causes of variances, the reasons for the corrective actions chosen, and quality controls?A.Quality control measurements.B.Validated deliverables.C.Lessons learned documentation.D.Completed checklists.下列哪一项包含了与偏差原因、选择纠正措施原因以及质量控制有关的信息？A.质量控制衡量

29、B.核实的可交付成果C.经验教训文档D.完整的核对表21.Whichofthefollowingistheprocessofreviewing,approvingandmanagingchangeoftheprojectdeliverables?A.ValidateScope.B.PerformIntegratedChangeControl.C.VerifyProject.D.MonitorandControlWork.下列哪一项属于项目可交付成果变更的审查、批准和管理过程?A、确认范围B、实施整体变更控制C、核实项目D、监控项目工作22.Throughaformulathatusesattr

30、ibutes,aprojectmanagerestimatesanewprojectscostanddurationfromacombinationofquantifiedprojectattributes.Theprojectmanageruseswhichofthefollowingestimationtechniques?A.ParametricestimatingB.AnalogousestimatingC.ReserveestimatingD.Expertjudgment通过利用各种属性的公式，项目经理从量化项目属性的组合估算了一个新项目的成本和工期。项目经理使用的是什么工具或技术？A.参数估算B.类比估算C.储备估算D.专家判断23.Aprojecthas