50道PMP考试样题Word文档格式.docx

1、Close-down phase.在下列哪一个阶段项目发起人对项目的范围、质量、时间和成本有最大的影响力：概念阶段制定阶段实施阶段收尾阶段3.Ideally, communication between the project manager and the project team members should take place:Via daily status reports.Through approved documented forms.By written and oral communication.Through the formal chain of command.项目

2、经理和项目团队成员之前最理想的沟通方式是：通过日常状态报告通过批准的文件报表通过书面的和口头的沟通通过正式的指令链4.A projects payback period ends when:Profit maximum is realized.Unit profit is realized.Monthly revenue exceeds monthly costs.Cumulative revenue equals cumulative coses.项目的投资回收期何时结束：实现利润最大化后实现单位利润后月度收益大于月度成本时累积收益等于累积成本时5.A scope statement is

3、important because it:Provides the basis for making future project decisions.Provides a brief summary of the project.Approves the project for the stakeholders.Provides criteria for measuring project cost.范围说明书的重要性是因为：提供了制定项目未来决策的基础提供了项目的简要概述为项目干系人批准了项目提供了计量项目成本的标准6.A project management professional c

4、an compare earned value performance data to all of the following project management tools EXCEPT:Critical path analysis.Technical performance metrics.Risk mitigation plans.Forecasted final costs and schedule estimates.项目管理人员可以把挣值绩效数据和下述的项目管理工具进行比较，但不包括：关键路径分析技术性能指标风险减轻计划最终成本预测和进度估算7.During the proje

5、ct scope planning process, the work breakdown structure should be developed to :The Sub-project level.The level determined by the project office.A level allowing for adequate estimates.The cost center level.在项目范围计划编制过程中，工作分解结构应该划分到：子项目的层面项目办公室所确定的层面能够进行充分估算的层面成本中心的层面8.The decomposition process is a

6、technique used to construct a:Precedence network.Critical Path Method Diagram.Variance analysis.Work breakdown structure.分解过程属于构建下列哪一个内容的工具：前导网络图关键路径图偏差分析工作分解结构9.A project loses a contractor in the middle of a project. A new project team is formed to replace the role of the lost contractor and his/h

7、er team. As a project manager, what is the FIRST topic to address to the team in the kick-off meeting?Identify team roles and responsibilities.Review detailed schedule.Discuss cost estimates.Emphasize your authority.在项目进行过程中，有一家承包商退出了，这样，项目就组建了一支新团队以完成承包商及其团队所应当承担的角色。你认为项目经理在开工会议上，你需要给团队交待的第一件事是：确定团

8、队角色和职责评估详细进度讨论成本估算强调你的权威10.Constructive team roles include:Encourager, initiator, and gatekeeper.Information giver, devils advocate, and clarifier.Withdrawer, harmonizer, and blocker.Summarizer, recognition seeker, and information seeker.建设性的团队角色包括：鼓励者、启动者和把关者提供者、魔鬼建议者和澄清者回避撤退者、息事宁人者和信息阻挡者总结者、寻求认可者和

9、寻求信息者11.A project schedule completion date will change if:The critical path is reduced.The contingency is no longer available.No float time is available.Project resources are reduced.项目进度的完成日期将会发生变化，如果：关键路径缩短了应急储备没有了时差没有了项目资源减少了12.Your project is behind schedule due to conflict between team members.

10、 Having resolved the conflict, to get the project back on schedule, you should consider:Crashing the schedule.Performing resource leveling.Conducting reverse resource allocation scheduling.Utilizing the critical chair resources.由于团队成员之间的冲突，项目落后于进度计划了，冲突得到解决后，为赶回进度，你打算：进行进度赶工实行资源平衡执行逆向资源分配进度计划动用关键的后备

11、资源13.Risk quantification includes:Enumerating sources of internal and external events.Identifying potential events and impact.Evaluating probability and impact.Developing contingency plans and resources.风险的量化包括：例举内部和外部事件来源确定潜在的事件和影响评估概率和后果制定应急计划和资源14.In which project phase do you have the GREATEST i

12、nfluence on project risk?ConceptualDesignExecutionImplementation在下述哪一个项目阶段，你对项目的风险有最大的影响力？概念形成设计实施执行15.A precise description of a deliverable is called a:SpecificationBaselineWork packageWork breakdown structure element对一项交付成果的精确描述称为：规格基准工作包工作分解结构要素16.The objective of fast tracking a project is to:I

13、ncrease productivity.Reduce project duration.Increase schedule tracking controls.Reduce project risks.项目快速跟进的目标是：提高生产效率减少项目历时提高进度跟踪控制降低项目风险17.When a project manager places a purchase order for a piece of equipment, it represents which of the following?CommitmentExpenseCash out-flowCapital investment

14、项目经理为一件设备发出了定单，这称为：承诺开支现金流出资本投资18.Which of the following are frequently used tools in procurement planning?Make or buy analysis, expert judgement, and contract type selection.Contract type selection, bidders conferences, and expert judgement.Expert judgement, audits, and bidders conferences.Make or

15、buy analysis, contract type selection, and weighting system.下面哪一个是采购计划编制中的常用工具？自制/外购分析，专家判断和合同类型的选择合同类型选择，招标会和专家判断专家判断，审计和招标会自制/外购分析，合同类型选择和加权系统19.You have just taken control of a project in the middle of execution and need to learn who has approval authority for revisions in scope. Which document p

16、rovides this information?Resource assignment matrixChange control planProject charterClient organization chart在一个项目的实施过程中，你开始负责管理这个项目，你需要了解谁有范围修订的批准表，你可以从哪个文件中获得信息？资源分配矩阵变更控制计划项目章程客户组织关系图20.Of the following conflict management approaches, which is believed to lead to the LEAST enduring positive resu

17、lts?Problem solvingAvoidanceCompromiseForcing在下述的冲突管理方法中，你认为哪一种的正面持续效果最差？解决问题回避妥协强迫21.Complex projects, involving cross-disciplinary efforts, are MOST effectively managed by:Multiple lead project managers.A functional organization.A strong matrix organization.A strong traditional manager.复杂的项目涉及跨部门的

18、工作，可以通过哪种方式进行有效管理：多个负责项目经理职能式组织强矩阵组织强势的传统经理22.The measure used to forecast project cost at completion is:CPISPIBCWPACWP用于预测项目完工成本的尺度是：23.A contractors deliverable has been delayed 30 days. The process of determining how this event will affect the project schedule is called risk:IdentificationMitigat

19、ionSimulationAssessment有一个承包商的交付成果拖延了30天，确定这一事件对项目进度的影响称为风险的：认别减轻模拟评估24.Conflict resolution techniques that may be used on a project include:Withdrawing, compromising, controlling, and forcing.Controlling, forcing, smoothing, and withdrawing.Confronting, compromising, smoothing, and directing.Smooth

20、ing, confronting, forcing, and withdrawing.可以运用于项目中的冲突解决技巧包括：撤退、妥协、控制和强迫控制、强迫、圆滑和撤退面对问题、妥协、圆滑和指示圆滑、面对问题、强迫和撤退25.It is critical for your company to offer its products on the Internet to increase its market share. The company has no previous experience in this area, but it believes that knowledge is n

21、eeded rapidly. As you have shown an interest in the Internet, you are asked to start planning for this project.What is the FIRST step to take as you begin planning?Identify the risks.Plan the scope.Establish a resource plan.Complete a cost and schedule estimate.公司迫切需要通过因特网销售产品，以期扩大市场份额，公司缺少这方面的经验，但又

22、意识到知识是迫切需要的。由于你表现出对因特网的兴趣，公司要求你开始计划这个项目。要开始计划编制，你的第一步工作是：识别分险计划范围建立资源计划完成成本和进度控制26.Effective stakeholder management includes all of the following project elements EXCEPT:Clear requirements definition.Scope change control.Timely status information.Frequent cost reports.有效的项目干系人管理包括以下项目要素，但不包括：清楚的需求定义

23、范围变更控制及时的状态信息频繁的成本报告27.A likely result of using “compromise” to resolve a two-party conflict is:Lose-loseWin-loseWin-winLose-win采用“妥协”来解决双方冲突的一个可能的结果是：输-输赢-输赢-赢输-赢28.As part of the quality audit, the scope statement is checked against the work results to ensure the conformance to the customer requir

24、ements. The results should be documented and used for:Estimating future projects.Changing the project scope.Defining future project tasks.Validating the quality process.作为质量审计的一部分，把范围说明书和工作结果相对照，以保证符合客户要求。这样的结果应当进行归档并应用于：估算未来项目变更项目范围定义未来项目任务证实质量过程29.A generally accepted method to confirm accuracy of task progress is through:Earned value.Probability vs. outcome.Maximum ceiling.要确认任务进度的准确性，一个普通接受的方法是通过：挣值概率与后果最大上限30.Which of the following techniques is used to control the project schedule?Par