國(guó)家職業(yè)資格MP項(xiàng)目管理考試試題及答案解析p

1、PMP項(xiàng)目管理考試試題及答案解析? ? ? ?下面最由新資料，理WPMR文目檔理師考試編輯修案改】，希望能幫助學(xué)友們。? ? ?練習(xí)題 ? ? ? ?1.When training new project team members,you were asked what should bedone duri ng scope verificati on,y our an swer should be:?A.Verify product correct ness.? ? ? ?B.Create WBS.?C.ln specti on.?D.Performa nee measureme nt.?

2、? ? ?在培訓(xùn)新的項(xiàng)目團(tuán)隊(duì)成員時(shí)，項(xiàng)目團(tuán)隊(duì)成員問(wèn)你核實(shí)范圍應(yīng)該怎么做，你的回答是：? ? ? ?A、核實(shí)產(chǎn)品的正確性。? ? ? ?B、創(chuàng)建 WBS。? ? ? ?C、檢查。? ? ? ?D、績(jī)效測(cè)量。? ? ? ?解析：C。此題關(guān)鍵字“范圍核實(shí)怎么做”。是對(duì)工具與技術(shù)的考查屬于記憶性題 目，需將各個(gè)過(guò)程組輸入，工具與技術(shù)和輸出牢牢記住。核實(shí)范圍是正式驗(yàn)收項(xiàng)目已完 成的可交付成的過(guò)程。核實(shí)范圍包括與客戶或發(fā)起人一起審查可交付成果，確?？山桓?成果已圓滿完成，并獲得客戶或發(fā)起人的正式驗(yàn)收。檢查是核實(shí)范圍的工具。? ? ? ?2.You are the project manager for a

3、 large government contract.The contract was signed a year ago for this tree-year,mufti-million-dolar project.You were not involved in writing the contract or seting up change control procedures,but now you are being inundated with change requests from the project sponsor and from your own senior man

4、agement.What should you do first? ? ? ?A.Tell the sponsor and your senior management that any changes are out of scope at this point and cannot be considered.? ? B.Meet with the project sponsor and senior management to discuss this problem and potential solutions.? ? ? ?C.Talk to your legal departme

5、nt to make sure you doesn t do anythingillegal.? ? ?D.Ask senor management to set aside more management reserve to avoid potential financial problems.? ? ? ?你是一個(gè)大型政府合同的項(xiàng)目經(jīng)理。這一個(gè)三年期幾百萬(wàn)美元的項(xiàng)目合同一年前就 簽下了。你沒(méi)有參與合同的起草和變更控制程序的制定。但是現(xiàn)在你被發(fā)起人和上級(jí)主 管的變更淹沒(méi)了，你該怎么辦？? ? ? ?A 、告訴發(fā)起人和高級(jí)管理層，到此時(shí)任何的變化都超出了范圍，不應(yīng)當(dāng)考慮了。? ? ? ?B、

6、會(huì)見(jiàn)項(xiàng)目的發(fā)起人和高層，商討問(wèn)題和可能的解決方案。? ? ? ?C、和法律部門交談，以保證你的活動(dòng)不會(huì)違法。? ? ? ?D 、要求高層設(shè)立更多的管理儲(chǔ)備來(lái)避免財(cái)務(wù)問(wèn)題。? ? ? ?解析：B。此題審題應(yīng)從“變更申請(qǐng)”來(lái)考慮，是典型的變更控制的情景應(yīng)用題? ? ? ?從題目看，是變更控制系統(tǒng)出了問(wèn)題， B 項(xiàng)與發(fā)起人和高層進(jìn)行協(xié)商溝通是最好的 解決辦法。本題采用排除法。? ? ? ?A 項(xiàng)不正確，業(yè)務(wù)需要應(yīng)放在項(xiàng)目需要之前，因?yàn)闃I(yè)務(wù)需要往往是項(xiàng)目的目標(biāo)? ? ? ?C 項(xiàng)不正確，本題和法律問(wèn)題沒(méi)有直接關(guān)系。? ? ? ?D 項(xiàng)不正確，本題不一定是和財(cái)務(wù)問(wèn)題有關(guān)，可能是進(jìn)度和質(zhì)量的問(wèn)題。? ?

7、? ?3.Your company has an emergency and needs contracted work done as soon as possible.Under these circumstance,which of the following would be the MOST helpful to add to the contract? ? ? ?A.A clear scope of work.?B.Requirements about which subcontractors can be used.?C.Incentives.? ? ? ?D.A force m

8、ajeure clause.? ? ? ?你的公司遇到緊急情況，需要盡快把工作外包，把下面哪一條加入合同中會(huì)對(duì)你有 幫助？? ? ? ?A 、明確的工作說(shuō)明? ? ? ?B、關(guān)于如何選擇分包商的要求? ? ? ?C、激勵(lì)機(jī)制? ? ? ?D、不可抗力條款? ? ? ?解析：C。此題關(guān)鍵詞在于“工作外包”和“合同”，屬于項(xiàng)目采購(gòu)管理章節(jié)。A,B需要大量的前期工作，不適合題目情景，D為合同通則，不需要加入合同中；C項(xiàng),激勵(lì)機(jī)制，比如采取FPIP合同(Fixed price incentive fee)，如果項(xiàng)目結(jié)束時(shí)間提前，則約定增加付款作為獎(jiǎng)勵(lì)，將這項(xiàng)加入合同是有利的? ? ? ?4.A cus

9、tomer has given you a procurement statement of work for a complex,eight-month project that has a few unknowns.The customer has asked you to just “ get it done ” and only wants to see you at the end of eight months when you deliver the finished project.Under these circumstance,which of the following

10、is the BEST thing to do? ? ? ?A.Complete the project as requested,but verify its scope with the customer occasionally throughout.? ? ? ?B.Conplete the project within eight months without contacting the customer during this time.? ? ? ?C.Ask management to check in with the customer occasionally.? ? ?

11、 D.Complete the project,but document that the customer did not want contact.? ? ? ?一位客戶交給你一份采購(gòu)工作說(shuō)明書(shū)，要求你去完成一個(gè)復(fù)雜的、為期八個(gè)月的項(xiàng) 目?？蛻舾嬖V你，他只想在 8個(gè)月后項(xiàng)目結(jié)束時(shí)得到他想要的。不過(guò)，在接到 SOW 后， 你發(fā)現(xiàn)還有幾個(gè)要點(diǎn)尚未明確。客戶要求你只管去做就好了，而且只希望在 8 個(gè)月后你 把完成的項(xiàng)目交給他。在這種情況下，你最優(yōu)的做法是：? ? ? ?A 、開(kāi)始項(xiàng)目，但是要不定期讓客戶核實(shí)范圍? ? ? ?B、開(kāi)始項(xiàng)目，8個(gè)月后讓客戶核實(shí)范圍? ? ? ?C、讓管理層與客戶不定

12、期接觸? ? ? ?D、開(kāi)始項(xiàng)目，并將客戶不愿意中途聯(lián)絡(luò)的要求記錄下來(lái)? ? ? ?解析： A 。本題的關(guān)鍵字在“在接到 SOW 后，你發(fā)現(xiàn)還有幾個(gè)要點(diǎn)尚未明確”。 最優(yōu)做法是 PMP 考題中常常涉及的。 D 貌似可行，實(shí)際是被動(dòng)的做法，更積極的做法是A，這樣可以將題干中“幾個(gè)要點(diǎn)尚未明確”的問(wèn)題解決掉。要想項(xiàng)目順利完成，必須要 和客戶將需要澄清的問(wèn)題予以澄清，盡管客戶可能很忙，因此 B 項(xiàng)不正確；項(xiàng)目溝通的 職責(zé)在項(xiàng)目經(jīng)理，而不在管理層。因此 C 不正確。? ? ? ?5.During the project is executing,a project manager from the i

13、nformation systems department is trying to complete the project,yet is constantly faced with interference from the manager of the engineering department.The engineering department keeps changing the resources assigned to the project team and their availability.What type of matrix does this represent

14、 now? ? ? ?A.Strong matrix.? ? ? ?B.Weak matrix.? ? ? ?C.Functional matrix.? ? ? ?D.Tight matrix.? ? ? ?在項(xiàng)目執(zhí)行期間，來(lái)自信息部門的項(xiàng)目經(jīng)理負(fù)責(zé)完成項(xiàng)目，但工程部門的經(jīng)理經(jīng)常 干涉項(xiàng)目。工程部門經(jīng)理經(jīng)常改變放在項(xiàng)目上的資源。此項(xiàng)目現(xiàn)在處于哪種組織結(jié)構(gòu) 中？? ? ? ?A 、強(qiáng)矩陣? ? ? ?B、弱矩陣? ? ? ?C、職能矩陣? ? ? ?D、緊密矩陣? ? ? ?解析：B。此題明顯的是在講職能經(jīng)理干涉項(xiàng)目經(jīng)理的工作，是考組織結(jié)構(gòu)。關(guān)鍵字在“但工程部門的經(jīng)理經(jīng)常干涉到項(xiàng)目。工程部門經(jīng)理

15、經(jīng)常改變放在項(xiàng)目上的資 源”；“矩陣組織”。在弱矩陣型組織中，項(xiàng)目經(jīng)理?yè)碛袑?duì)資源很少的權(quán)力 ,更像是協(xié)調(diào) 員。在本題干中來(lái)自信息部門的“項(xiàng)目經(jīng)理負(fù)責(zé)完成項(xiàng)目，但工程部門的經(jīng)理經(jīng)常干涉 到項(xiàng)目。工程部門經(jīng)理經(jīng)常改變放在項(xiàng)目上的資源”，說(shuō)明項(xiàng)目經(jīng)理有一定權(quán)力 （只不過(guò) 經(jīng)常受到職能經(jīng)理影響），且是兼職，故A、C均錯(cuò)；D選型的緊密矩陣不是一種組織結(jié)? ? ? ?6.A project manager has held a video conference with some of the project team about a technical problem on the project.Va

16、rious solutions were proposed and discussed,and a few were saved for later analysis.As a result,the issue is better understood and its description has been updated in the issue log.The project schedule has not been changed.During a follow-up meeting to make a final decision,a team member notifies th

17、e project manager that another team member expressed concern that he was not included in the meetings.Another team member mentions that he remembers seeing a letter from one of the potential sellers during the bidder conference that may shed some light on how to solve the issue.The team tries to fin

18、d the letter but no one remembers which seller sent it and they cannot find it in their own e-mail archives.Which of the following would it be BEST for the project manager to do? ? ? ?A.Investigate the quality of the records management system? ? ? ?B.Contact all the potential sellers to find out who

19、 might have sent the letter.? ? ? ?C.Discover why the issue was not clearly described in the issue log in thefirst place.? ? ? ?D.Find out why the other team member was not included.? ? ? ?項(xiàng)目經(jīng)理和部分團(tuán)隊(duì)成員召開(kāi)視頻會(huì)議討論了關(guān)于項(xiàng)目的一個(gè)技術(shù)問(wèn)題。會(huì)議期間 很多人提出了各種各樣的建議，其中一部分已經(jīng)存檔準(zhǔn)備后續(xù)進(jìn)一步分析。這樣，大家 清楚地理解了問(wèn)題并將問(wèn)題的描述記錄在了問(wèn)題日志里，項(xiàng)目進(jìn)度沒(méi)有受到影響

20、。在下 一次會(huì)議上準(zhǔn)備做最終決策時(shí)，一名團(tuán)隊(duì)成員高速項(xiàng)目經(jīng)理，另外一名團(tuán)隊(duì)成員沒(méi)有參加之前的會(huì)議。另外這名團(tuán)隊(duì)成員開(kāi)始尋找往來(lái)的信件，但沒(méi)有人記得哪位是供應(yīng)方 在郵件文獻(xiàn)中也沒(méi)有找到相關(guān)記錄。此時(shí)，項(xiàng)目經(jīng)理最好應(yīng)該怎么做？? ? ? ?A 、調(diào)查記錄管理系統(tǒng)的質(zhì)量? ? ? ?B、聯(lián)系所有潛在的供應(yīng)方，找到那位發(fā)郵件的賣方。? ? ?C、尋找問(wèn)題沒(méi)有清晰記錄在問(wèn)題日志上的原因? ? ? ?D、查找這位團(tuán)隊(duì)成員沒(méi)有包括在與會(huì)名單里的原因。? ? ? ?解析：A。從此題的關(guān)鍵字為“潛在供方”?？梢钥闯鍪菍儆诓少?gòu)管理知識(shí)領(lǐng)域， 而從“郵件文獻(xiàn)沒(méi)有找到相關(guān)記錄”可以得出此題考查的是在采購(gòu)管理知識(shí)領(lǐng)域是

21、用什 么工具和技術(shù)負(fù)責(zé)管理往來(lái)的函件等信息的。項(xiàng)目經(jīng)理采用記錄管理系統(tǒng)來(lái)管理合同、 采購(gòu)文件和相關(guān)記錄。它包含一套特定的流程、相關(guān)的控制功能以及作為項(xiàng)目管理信息 系統(tǒng)一部分的自動(dòng)化工具。該系統(tǒng)中包含可檢索的合同文件和往來(lái)函件檔案?！痹诓少?gòu) 條件下，任何信件 .郵件以及電話交談都應(yīng)該存檔，以方便后續(xù)查詢使用。此題關(guān)鍵問(wèn)題 在于找不到一封重要的信件了，所以和可能記錄管理系統(tǒng)出了問(wèn)題。另外，所牽涉的技 術(shù)問(wèn)題在題目中已經(jīng)有恰當(dāng)?shù)奶幚?，并且沒(méi)有強(qiáng)調(diào)該問(wèn)題的重要性。所以選擇A項(xiàng)? ? ? ?7.The networking vendor has contacted the project manager

22、 to inform her that the recent earthquake will inpact the delivery of critical components.The project team meets to determine the impact on the overall project and determines that staffing will not be affected,but that changes will need to be made in the areas of risk and cost management.It is too s

23、oon to tell if quality baselines will be affected by this schedule change.What is the project team involed in here? ? ? ?A.Configuration managemet.? ? ? ?B.Work authorization analysis.? ? ? ?C.Status review meeting.? ? ? ?D.Integrated change control.? ? ? ?網(wǎng)絡(luò)供應(yīng)商告訴項(xiàng)目經(jīng)理，最近的這次地震會(huì)對(duì)關(guān)鍵零件的交付產(chǎn)生影響。于是團(tuán)隊(duì)成員開(kāi)會(huì)討論

24、對(duì)項(xiàng)目整體造成的影響。討論結(jié)果為：對(duì)人員培訓(xùn)無(wú)影響，對(duì)風(fēng)險(xiǎn)和成 本管理有影響。但現(xiàn)在還不能確定是否對(duì)質(zhì)量基準(zhǔn)造成影響。項(xiàng)目團(tuán)隊(duì)正在做什么？? ? ? ?A 、配置管理? ? ? ?B、工作授權(quán)分析 ? ? ? ?C、狀態(tài)評(píng)審會(huì)議 ? ? ? ?D、整體變更控制 ? ? ? ?解析：D。本題的關(guān)鍵字為“團(tuán)隊(duì)成員開(kāi)會(huì)討論對(duì)項(xiàng)目整體造成的影響”。從題目團(tuán)隊(duì)成員的討論涉及到人力資源管理、風(fēng)險(xiǎn)管理、成本管理和質(zhì)量管理多個(gè)知識(shí)領(lǐng)域的1 、根據(jù)工作授權(quán)變更問(wèn)題。因此該題考查的是什么工作能涉及到這么多個(gè)領(lǐng)域的變更。的定義，排除選項(xiàng) B。 2、項(xiàng)目團(tuán)隊(duì)討論的內(nèi)容核心并不是對(duì)于項(xiàng)目狀態(tài)的評(píng)審，而是涉及到了多個(gè)領(lǐng)域

25、。排除 C。 3、整體變更控制需要協(xié)調(diào)各個(gè)知識(shí)領(lǐng)域的變更，比如進(jìn)度變更會(huì)影響成本、質(zhì)量、風(fēng)險(xiǎn)和資源。顯然這里不是配置管理，所以選擇 D。? ? ? ?8.The project maager is managing a complex project.The team member s workcome from all over the world.The project schedule plan has been completed,but also need to detail integrate the project package and the buyer package.Wh

26、ich of the following tools would be used to manage the project? ? ? ?A.Configuration management system ? ? ? ?B.Historical information? ? ? ?D.Change control board? ? ? ?C.Work authorization system? ? ? ?項(xiàng)目經(jīng)理正在管理一個(gè)復(fù)雜的項(xiàng)目，團(tuán)隊(duì)成員來(lái)自世界各地。項(xiàng)目的進(jìn)度計(jì)劃已經(jīng)完成，但還需要把項(xiàng)目的工作包和買方的工作包進(jìn)行詳細(xì)整合。最好使用以下哪一個(gè)工 具來(lái)管理此項(xiàng)目？? ? ? ?A 、配置管

27、理系統(tǒng)? ? ? ?B、歷史信息? ? ? ?C、工作授權(quán)系統(tǒng)? ? ? ?D、變更控制委員會(huì)? ? ? ?解析：C。本題關(guān)鍵字在“還需要把項(xiàng)目的工作包和買方的工作包進(jìn)行詳細(xì)整 合”，考查的是各工具的定義?！肮ぷ魇跈?quán)系統(tǒng) Work Authorization SystemTool 整個(gè)項(xiàng)目管理系統(tǒng)的一個(gè)子系統(tǒng)。它是一系列正式書(shū)面程序的集合，規(guī)定如何授權(quán)（委 托）項(xiàng)目工作，以保證該工作由正確的組織、在正確的時(shí)間、以正確的順序執(zhí)行。工作授 權(quán)系統(tǒng)包括發(fā)布工作授權(quán)所需的步驟、文件、跟蹤系統(tǒng)以及審批層次。”只有工作授權(quán) 系統(tǒng)能有效地將工作包整合在一起。同時(shí)，工作授權(quán)系統(tǒng)還可以確保在正確的時(shí)間以正 確的

28、順序完成工作。? ? ? ?9.The results of another project have just been posted.Substantial rework will be required in order to meet the project requirements.Because the cost is so hign,effective immediately,the project management office will be requiring all projects to do statistical sampling.What is the pro

29、ject mamangement office concentrating its efforts on improving? ? ? ?A.Quality management.? ? ? ?B.Perform Quality Assurance.? ? ? ?D,Perform Quality Control.? ? ? ?C.Plan Quality 。? ? ? ?另外一個(gè)項(xiàng)目的結(jié)構(gòu)剛剛被張貼出來(lái)，為了滿足項(xiàng)目需求必須進(jìn)行返工。由于成本較高，所以項(xiàng)目管理辦公室要求所有的項(xiàng)目進(jìn)行統(tǒng)計(jì)抽樣。項(xiàng)目管理辦公室這樣做的目 的是改善：? ? ? ?A 、質(zhì)量管理? ? ? ?B、實(shí)施質(zhì)量保證? ?

30、 ? ?C、規(guī)劃質(zhì)量? ? ? ?D、實(shí)施質(zhì)量控制? ? ? ?解析： D 。此題的關(guān)鍵字為“所有的項(xiàng)目進(jìn)行統(tǒng)計(jì)抽樣”，考查的是實(shí)施質(zhì)量控制 知識(shí)章節(jié)，主要考的是實(shí)施質(zhì)量控制的工具。“實(shí)施質(zhì)量控制是監(jiān)測(cè)并記錄執(zhí)行質(zhì)量活 動(dòng)的結(jié)果，從而評(píng)估績(jī)效并建議必要變更的過(guò)程。質(zhì)量控制工作貫穿項(xiàng)目的始終。質(zhì)量 標(biāo)準(zhǔn)既包括項(xiàng)目過(guò)程的質(zhì)量標(biāo)準(zhǔn)，也包括項(xiàng)目產(chǎn)品的質(zhì)量標(biāo)準(zhǔn)；項(xiàng)目成果既包括可交付 成果，也包括項(xiàng)目管理成果，如成本與進(jìn)度績(jī)效。質(zhì)量控制通常由質(zhì)量控制部門或名稱 相似的組織單元來(lái)實(shí)施。通過(guò)質(zhì)量控制活動(dòng)，可識(shí)別造成過(guò)程低效或產(chǎn)品質(zhì)量低劣的原 因，并建議和 / 或采取措施來(lái)消除這些原因?！苯y(tǒng)計(jì)抽樣是實(shí)施質(zhì)量控制

31、的工具；題中，“另外一個(gè)項(xiàng)目發(fā)生了問(wèn)題”，項(xiàng)目管理辦公室試圖通過(guò)這些信息來(lái)控制所有的項(xiàng) 目，所以這是一個(gè)控制活動(dòng)。? ? ?10.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 d

32、o?s approval.?A.Revise the closeout procedures after getting management?B.Get a change order.?C.Create new procedures that are more complete.? ? ? D.Assess the quality of the seller s new detailed procedures and if they arebetter than the current procedures.use them.? ? ? ?你剛剛完成一個(gè)系統(tǒng)集成項(xiàng)目的大部分工作。供應(yīng)商找到你

33、并拿出一個(gè)詳細(xì)的合同 收尾程序。但是合同中已經(jīng)規(guī)定了合同收尾程序，作為項(xiàng)目經(jīng)理的你應(yīng)該怎么做？? ? ? ?A 、獲得管理層批準(zhǔn)后收尾程序? ? ? ?B、獲得一個(gè)變更單? ? ? ?C、建立一個(gè)更加完整的程序? ? ?D、評(píng)估供應(yīng)商新的詳細(xì)程序的質(zhì)量，如果好于現(xiàn)在的程序，就予以采納。? ? ? ?解析：B。此題關(guān)鍵字為“合同中已經(jīng)規(guī)定了合同收尾程序”?？疾楹贤兏刂?系統(tǒng)，即在遇到合同需要變更時(shí)，如何處理應(yīng)對(duì)。若需新增、改變合同條款，需提變更 申請(qǐng)并重新進(jìn)行評(píng)估各方影響。收尾方式已在合同中規(guī)定，要改變收尾方式首先需要通 過(guò)正常的變更控制管理流程進(jìn)行表更，而變更管理流程的首要任務(wù)是提出變更申

34、請(qǐng)。是 否批準(zhǔn)變更是由CCB進(jìn)行控制的，所以A項(xiàng)不正確。公司或者項(xiàng)目的流程不可以輕易更 改，所以C項(xiàng)不正確。D項(xiàng)中的評(píng)審工作也不是由項(xiàng)目經(jīng)理單方面可以完成的。? ? ? 11.During the project,a team member tells you that a major risk identified by the team has occurred.However,it is not as serious as previously thought.What is the FIRST thing you should do ？? ? ? ?A.Increase the qua

35、lity standard.? ? ?B.Present this finding to the project team and ask them to verify the team member s finding.? ? ? ?C.Investigate changing the contingency plan?D.Notify management.? ? ? ?項(xiàng)目實(shí)施期間，一名團(tuán)隊(duì)成員告訴你，發(fā)生了一項(xiàng)已識(shí)別的重要風(fēng)險(xiǎn)。但影響并沒(méi)有比之前預(yù)算的嚴(yán)重。你首先應(yīng)該做什么？? ? ? ?A、增加質(zhì)量標(biāo)準(zhǔn)。? ? ? ?B、將這個(gè)發(fā)現(xiàn)告訴團(tuán)隊(duì)成員，讓他們核實(shí)這位團(tuán)隊(duì)成員的發(fā)現(xiàn)。? ?

36、? ?C、研究變更應(yīng)急計(jì)劃。? ? ? ?D、通知管理層。? ? ? ?解析： C 。此題意思就是當(dāng)已識(shí)別的風(fēng)險(xiǎn)發(fā)生時(shí)，但是影響比預(yù)想的要小，這種情 況下該怎么處理，考查的是監(jiān)控風(fēng)險(xiǎn)的過(guò)程。 1 、風(fēng)險(xiǎn)的影響改變了，所以需要你衡量應(yīng) 對(duì)計(jì)劃是否還適用。 2、 A 選項(xiàng)與題意無(wú)關(guān) 3、 B 選項(xiàng)則是懷疑團(tuán)隊(duì)成員的誠(chéng)信。 4、 D 選 項(xiàng)則是則是消極的將問(wèn)題上交，沒(méi)有主動(dòng)地采取措施去解決問(wèn)題，是不合適的。? ? ? ?12.The project manager is working to clearly describe the level of involvement expected fro

37、m everyone involved in the project in order to prevent rework,conflict,and coordination problems.Which of the following BEST describes the project manager s efforts? ? ? ?A.Develop Project Management Plan and Plan Quality.? ? ? ?B.Problem solving,control,and discovering gold plating.? ? ? ?C.Verify

38、Scope and Control Quality.? ? ? ?D.Monitor and Control Risk.Develop Project Team,and Lessons Learned.? ? ? ?項(xiàng)目經(jīng)理正在盡可能詳細(xì)的描述每位團(tuán)隊(duì)成員所負(fù)責(zé)工作的層級(jí)，以避免返工、沖突和協(xié)調(diào)問(wèn)題的發(fā)生。以下哪一項(xiàng)描述了項(xiàng)目經(jīng)理所做的工作？? ? ? ?C、核實(shí)范圍和控制質(zhì)量? ? ? ?A、制定項(xiàng)目管理計(jì)劃和規(guī)劃質(zhì)量。? ? ? ?B、解決問(wèn)題、項(xiàng)目控制和尋找鍍金。? ? ? ?D 、監(jiān)控風(fēng)險(xiǎn)、組建項(xiàng)目團(tuán)隊(duì)和總價(jià)經(jīng)驗(yàn)教訓(xùn)? ? ? ?解析：A。通過(guò)關(guān)鍵詞“正在盡可能詳細(xì)的描述,以避免返工、

39、沖突和協(xié)調(diào)問(wèn)題的發(fā)生”這樣的詞匯我們可以知道，項(xiàng)目在規(guī)劃過(guò)程中。從答案選項(xiàng)可以看出，題目考查 的是答案中哪些是處于規(guī)劃過(guò)程組的。通過(guò)題干中“正在盡可能詳細(xì)的描述”和“阻 止”這樣的詞匯我們可以知道，項(xiàng)目在規(guī)劃過(guò)程中。這樣就排除了選項(xiàng)B、C和D。協(xié)調(diào)和阻止沖突與制定計(jì)劃有關(guān)，避免返工是規(guī)劃質(zhì)量的內(nèi)容，沖突和溝通管理計(jì)劃相關(guān)。? ? ? ?13.In the process of implementing the project,you discover a deliverable hasnot received.The seller it is not the content of the co

40、ntract,but you rememberclearly before you discussed this matter,even reached consensus.But you really inthe contract did not find the related regulations.Your best approach is:? ? ? A.The deliverables may be described in the specification requirements,and not in the contract.? ? ? ?B.Required to com

41、plete the deliverable.? ? ? ?C.Submit requests for contract changes,in order to obtain the deliverables.? ? ? ?D.Require the seller to complete the deliverables.? ? ? ?在項(xiàng)目實(shí)施過(guò)程中，你發(fā)現(xiàn)一項(xiàng)可交付成果還沒(méi)有收到。賣方告訴你它不是合同的 內(nèi)容，但你清晰記得之前你們討論過(guò)此事，甚至還達(dá)成果一致意見(jiàn)。但你的確在合同中 沒(méi)有發(fā)現(xiàn)相關(guān)的規(guī)定。你的最佳做法是：? ? ? ?A、這項(xiàng)可交付成果可能在規(guī)范要求中有所描述，而不是在合同中。?

42、 ? ? ?B、按要求完成這項(xiàng)可交付成果? ? ? ?解析： C 。此題的關(guān)鍵字為“交付成果未收到”和“合同中沒(méi)有發(fā)現(xiàn)相關(guān)規(guī)定”， 意思就是在采購(gòu)中有可交付成果未列入合同中，項(xiàng)目又需要這項(xiàng)可交付成果應(yīng)該怎么處理。考查的是在管理采購(gòu)的輸入。批準(zhǔn)的變更請(qǐng)求可能包括對(duì)合同條款和條件的修改。例如，修改采購(gòu)工作說(shuō)明書(shū)、合同價(jià)格，以及對(duì)合同產(chǎn)品、服務(wù)或成果的描述。在把變 更付諸實(shí)施前，應(yīng)該以書(shū)面形式正式記錄變更并取得正式批準(zhǔn)?！? ? ? ?1、A 是個(gè)錯(cuò)誤的概念。 2、B 要求沒(méi)有變更就實(shí)施，錯(cuò)誤。 3 、如果合同中沒(méi)有明確規(guī)定，而且又需要這項(xiàng)可交付成果，那么就發(fā)起一項(xiàng)合同變更。如果合同中沒(méi)有明確規(guī)定，

43、而且又需要這項(xiàng)可交付成果，那么就發(fā)起一項(xiàng)合同變更。如果不進(jìn)行合同變更， 則賣方?jīng)]有義務(wù)提供該交付成果。? ? ? ?14.The project has been going relatively well,although there have beensome problems with resource availability and the project scope has changedmore than was expected.The project is now completing one of its phase.Of alldecisi ons the spon so

44、r must con sider duri ng an en d-ofhase review meeti ng,theMOST difficult is:?A.Authorizing scope change for the next phase.?B.Authorizing budget increase for the next phase based on scope changes.? ? ? ?C.Cancelling the project.? ? ? ?D.Decreasing scope to maintain the budget.? ? ? ?盡管出現(xiàn)了資源到位和范圍變更的

45、問(wèn)題，但是項(xiàng)目相對(duì)來(lái)說(shuō)進(jìn)展還是比較順利。到 目前為止，項(xiàng)目第一階段已經(jīng)完成。發(fā)起人在階段結(jié)束后的評(píng)審會(huì)議上所考慮的各種決 策中，其中最難的是：? ? ? ?A 、對(duì)下一項(xiàng)目階段范圍變更的授權(quán)。? ? ? ?B、對(duì)下一階段由于范圍變更導(dǎo)致預(yù)算增加的授權(quán)? ? ? ?c、取消項(xiàng)目。? ? ? ?D、為了維持預(yù)算而進(jìn)行范圍消減。? ? ? ?解析：C。此題的關(guān)鍵字為“項(xiàng)目階段結(jié)束后的評(píng)審會(huì)議”和“決策”，可以看出 是項(xiàng)目處于收尾過(guò)程組的結(jié)束項(xiàng)目或階段，考查的是項(xiàng)目在結(jié)束項(xiàng)目或階段時(shí)所進(jìn)行工 作?！敖Y(jié)束項(xiàng)目或階段是完結(jié)所有項(xiàng)目管理過(guò)程組的所有活動(dòng)以正式結(jié)束項(xiàng)目或階段的 過(guò)程。在結(jié)束項(xiàng)目時(shí)，項(xiàng)目經(jīng)理需要

46、審查以前各階段的收尾信息，確保所有項(xiàng)目工作都 已完成，確保項(xiàng)目目標(biāo)已經(jīng)實(shí)現(xiàn)。由于項(xiàng)目范圍是依據(jù)項(xiàng)目管理計(jì)劃來(lái)考核的，項(xiàng)目經(jīng) 理就需要審查該文件，確保在項(xiàng)目工作全部完成后才。? ? ? ?1 ? ? ? ?A.The variance is a signal of a sound project which is well under budget.There is no need for action.? ? ? ?B.A project that much under budget may be a problem for negotiating future budgets.Try to

47、spend money somewhere else.? ? ? C.You should immediately inform your management,which should then assess whether this CPI constitutes a material finacial issue.? ? ? D.It is still early in the project and data are yet inaccurate.Wait a while and allow numbers from the project to stabilize.? ? ? ?你是

48、一個(gè)價(jià)值數(shù)百萬(wàn)美元重要項(xiàng)目的項(xiàng)目經(jīng)理。該項(xiàng)目來(lái)自美國(guó)證券交易所的一家上市公司。最近做掙值分析時(shí)你發(fā)現(xiàn)，完成總項(xiàng)目的25%時(shí)，項(xiàng)目的CPI為0.76，此時(shí)你該做什么？? ? ? ?A、偏差表明項(xiàng)目在預(yù)算內(nèi)。不需要采取任何行動(dòng)。他地方。? ? ? ?B、項(xiàng)目的預(yù)算大大低于預(yù)期，這可能對(duì)將來(lái)的工作不利，應(yīng)該嘗試著把錢花在其? ? ? ?C、你應(yīng)該立刻通知管理層，因?yàn)樗麄儠?huì)評(píng)估CPI是否會(huì)引發(fā)重大的財(cái)務(wù)問(wèn)題? ? ?D、因?yàn)轫?xiàng)目目前還處于項(xiàng)目早期，一些數(shù)據(jù)尚不明朗，應(yīng)等待項(xiàng)目穩(wěn)定后再說(shuō)。? ? ? ?解析：Co CPI經(jīng)驗(yàn)數(shù)據(jù)顯示，當(dāng)項(xiàng)目完成15%-20%左右時(shí)，累計(jì)的CPI保持相對(duì) 穩(wěn)定。據(jù)題干，此

49、時(shí)項(xiàng)目已完成總項(xiàng)目的25%了，但 CPI 為 0.76，可以肯定這樣的項(xiàng)目一定是虧錢的項(xiàng)目，因此此時(shí)的項(xiàng)目經(jīng)理應(yīng)該將此事上報(bào)給高層，就項(xiàng)目此時(shí)的 CPI數(shù) 據(jù)咨詢上層，如果還要繼續(xù)項(xiàng)目，項(xiàng)目最終將是虧本的，可能會(huì)引發(fā)重大的財(cái)務(wù)危機(jī)。? ? ? ?16.You are the project manager of a high priority project,which will require more than 1,000 team members.During human resource planning,you would like to apply proven principle

50、s to shorten the time needed to create a human resource plan and make it effective.In this context,you will benefit if you consult an expert in the field of:?A.Networking and team formation.?B.Human resource theory.?C.Organization theory.? ? ? ?D.Project organization charts.? ? ? ?你是某一個(gè)有著高優(yōu)先級(jí)項(xiàng)目的經(jīng)理，該

51、項(xiàng)目需要超過(guò)1000名團(tuán)隊(duì)成員。在人力資源規(guī)劃期間，你想使用通過(guò)驗(yàn)證的原理來(lái)縮短創(chuàng)建人力資源管理計(jì)劃的時(shí)間并使之更有效，這種情況下，你該咨詢哪個(gè)領(lǐng)域的專家會(huì)得到幫助？? ? ? ?A、網(wǎng)絡(luò)和團(tuán)隊(duì)領(lǐng)域 ? ? ? ?B、人力資源理論領(lǐng)域? ? ? ?C、組織理論領(lǐng)域? ? ? ?D、項(xiàng)目組織機(jī)構(gòu)圖? ? ? ?解析： C 。組織理論闡述個(gè)人、團(tuán)隊(duì)和組織部門的行為方式。有效利用組織理論，可以縮減編制人力資源計(jì)劃的時(shí)間、成本及人力投入，并提高人力資源計(jì)劃工作的有效 性。在不同的組織結(jié)構(gòu)中，人們可能有不同的表現(xiàn)、不同的業(yè)績(jī)，可能展現(xiàn)出不同的交 際特點(diǎn)。認(rèn)識(shí)到這一點(diǎn)，非常重要。這與題干吻合。所以選擇C。

52、參見(jiàn)PMBOKP222 。? ? ? ?17.Your company is a pioneer in the construction industry.The government recently floated a tender for setting up a new airport.Since you do not have all the requisite skills within the company,you enter into a joint venture with a leading airport construction company to bid join

53、tly for the government contract.This is an example of:? ? ? ?A.Exploit.? ? ? ?B.Share.? ? ? ?C.Enhance.?D.Transfer.? ? ? ?你們公司在建筑行業(yè)是佼佼者。政府最近準(zhǔn)備籌建一個(gè)新機(jī)場(chǎng)。你們公司因?yàn)椴粨?有所有必備的技術(shù)，因此你們準(zhǔn)備跟機(jī)場(chǎng)建設(shè)行業(yè)領(lǐng)先的公司合作投標(biāo)這份合同。這是 一個(gè)什么例子？? ? ? ?A 、開(kāi)拓? ? ? ?B、分享? ? ? ?C、提高? ? ? ?D、轉(zhuǎn)移? ? ? ?解析：B。四個(gè)選項(xiàng)中，除了 D項(xiàng)是消極風(fēng)險(xiǎn)或威脅的應(yīng)對(duì)策略外，其他三項(xiàng)都屬于積極風(fēng)險(xiǎn)的

54、應(yīng)對(duì)策略。據(jù)題干，跟機(jī)場(chǎng)合作投標(biāo)合同，不是轉(zhuǎn)移風(fēng)險(xiǎn)的策略，可以排 除 D 。分享是指把應(yīng)對(duì)機(jī)會(huì)的部分或全部責(zé)任分配給最能為項(xiàng)目利益抓住機(jī)會(huì)的第三 方，包括建立風(fēng)險(xiǎn)共擔(dān)的合作關(guān)系和團(tuán)隊(duì)，以及為特殊目的成立公司或聯(lián)營(yíng)體。目的就 是要充分利用機(jī)會(huì)，使各方都從中收益。與機(jī)場(chǎng)行業(yè)領(lǐng)先的公司合作是為了雙贏，風(fēng)險(xiǎn) 共擔(dān)的策略，可見(jiàn)選擇 B。? ? ? 18.An environmental remediation project has succeeded in reducing costs.This achiebed by implementing a change request for new technology that was not available when the scope was originally defined.The technology change that is adopted is a/an:? ? ? ?A.