信息系統(tǒng)項(xiàng)目管理師英語(yǔ)題

信息系統(tǒng)項(xiàng)目管理師英語(yǔ)題信息系統(tǒng)項(xiàng)目管理師英語(yǔ)題信息系統(tǒng)項(xiàng)目管理師英語(yǔ)題資料僅供參考文件編號(hào)：2022年4月信息系統(tǒng)項(xiàng)目管理師英語(yǔ)題版本號(hào)：A修改號(hào)：1頁(yè)次：1.0審核：批準(zhǔn):發(fā)布日期：信息系統(tǒng)項(xiàng)目管理師英語(yǔ)模擬題SampleProfessionalResponsibilityexamquestions1.Whileworkingonanexternalprojectyourcustomerasksyoutoperformsomeadditionaltasksthatarenotincludedintheformalcontract.Youshould:a.Honorthecustomer'srequestassignofcooperationtoensurefuturebusiness.b.Refusetherequestandreportthecustomertoyoursponsorc.Acknowledgetherequestandadvisethecustomertosubmitaformalchangerequestd.Conveneameetingoftheprojectteamandrewritethescopestatement.2.YouaremanaginganinternalR&Dproject.Theinitialtestresultsareverypoor.Youareafraidyourmanagementmightcanceltheproject,andthiscouldreflectpoorlyuponyou.Verificationtestingcouldbedonequicklyandinexpensively.Youshould:a.Bethefirsttorecommendcancelingtheprojectb.Informmanagementabouttheresultsandwaitforaresponsec.Informmanagementimmediatelyandrecommendretestingforverificationd.Withholdtheinformationfrommanagementuntilyouperformadditionalteststoverifytheinitialresults3.Duringaninformalmeetingwithyourprojectclientyouareofferedasubstantialmonetaryincentivetoaltertheconfigurationoftheproducttomeettheclient'spersonalneed.Thischangemayresultinadditionalprojectcostsandscheduledelays.Theappropriateactiontotakewouldbe:a.Refrainfromacceptingtheofferandadvisethecustomertosubmitarequesttothechangecontrolboard.b.Accepttheofferandissueaninternalconfigurationchangerequesttothedesigngroupc.Obtainadditionalinformationabouttherequestandthecustomer'spersonalneedbeforeacceptingtheoffer.d.Delayacceptanceoftheofferuntilyoucanensurethatyoucanprotectyourselffromanylegalliabilities.4.Astheprojectmanagerforaverylargeandhighlyvisibleprojectyoureceiveapreliminarypressreleaseforyourapprovalbeforedistribution.Youareexpectedtoapprovethereleasewithoutcomment.Yourreviewidentifiesamajordiscrepancyregardingsomekeyprojectfinancialestimatesthatmaymisleadtheintendedrecipients.Astheprojectmanageritisyourresponsibilityto:a.Informtheprojectsponsorofthediscrepancyandrefusetoapprovethereleaseb.Approvethereleasebutsendamemotothesponsoradvisingthatyouareawareofthediscrepancyandwillreferanyquestionsyourreceivetothesponsorc.Completelyrewritethepressreleaseandincludethecorrectinformationd.Approvethereleaseasrequested5.Yourprojectisrunningoutofcashandsignificantworkremains.Youaredirectedbyseniormanagementtoinstructyourpeopletouseanotherproject'schargenumberswhileworkingonyourproject.Youshould:a.Followinstructionsb.Informthecorporateauditorsc.Understandthebackgroundofmanagement'sinstructionsbeforetakinganyactiond.Shutdowntheproject,ifpossible6.Whilereviewingtheestimatesfromthefunctionalmanagersassignedtoyourprojectyoudiscoverthatonecostestimateisclearlyhigherthanthosesubmittedforpreviousprojects.Youshould:a.Rejecttheestimateandremovethefunctionalmanagerfromtheprojectb.Requestthesupportingdetailsfortheestimatetoensureithasbeenproperlyprepared.c.Accepttheestimateandplantousetheadditionalfundingasareserve.d.Questioneachfunctionalmanagerforinformationaboutthisestimate.7.Youareworkinginacountrywhereitiscustomarytoexchangegiftsbetweencontractorandcustomer.Yourcompanycodeofconductclearlystatesthatyoucannotacceptgiftsfromanyclient.Failuretoacceptthegiftfromthisclientmayresultinterminationofthecontract.Theactiontotakeinthiscasewouldbe:a.Providethecustomerwithacopyofyourcompanycodeofconductandrefusethegifts.b.Exchangegiftswiththecustomerandkeeptheexchangeconfidentialc.Contactyourprojectsponsorand/oryourlegalorpublicrelationsgroupforassistance.d.Asktheprojectsponsororprojectexecutivetoexchangegifts.8.Duringyourassignmentasprojectmanageryouaddanewmembertoyourprojectteam.Thisnewteammemberwasrecentlyhiredfromacompetitorandofferstoshareasubstantialamountofproprietaryinformationfromhispreviouscompany.Thisinformationcouldputyouandyourteaminaverystrongpositionforfuturebusiness.Youareawareofanoncompeteclauseinthenewhire'sconditionofemployment.Youshould:a.Accepttheinformationandagreetokeepitconfidentialbetweenyouandthenewhire.b.Reviewtheconditionofemploymentwiththenewhireandadvisehertoreconsidertheoffer.c.Reviewtheinformationandonlyacceptonlywhatmayhaveadirectimpactontheproject'sfinancialstatus.d.Ignoretheoffertoshareandmoveforwardwiththeproject9.Youareaskedtowriteapaperforyoursponsorsothathe/shecanpresentitatatechnicalmeeting.Youareinformedthathis/hernamewillbetheonlynameonthepaper.Youshould:a.Followinstructionsb.Followinstructionsbutdemandthatyournamealsoappearsc.Refusetofollowtheinstructionsd.Goovertheheadofyoursponsorseekingadvice10.Anexampleofaconflictofinterestwouldbe:a.Asapublicofficialyoumakeadecisionaboutacontractawardthatwillbenefityoupersonallyb.Youandafunctionalmanagerdisagreewithataskcostestimatec.Yoursponsordecidestocancelyourprojectbecauseitnolongersupportsthecompanystrategyd.Yourpersonalityconflictswiththatofakeymemberofyourprojectteam.11.Eachofthefollowingdescribestheuseofanethicalapproachexcept:a.Attemptingtounderstandthereligiousandculturalsensitivitiesofthecountryinwhichyouhavebeenassigned.b.Ensuringthatpersonalinterestdoesnotinterferewithyourdecisionmakingprocess.c.Acceptinggiftsinexchangeforfavoringonecontractoroveranotherd.Maintainingconfidentialityofsensitiveinformationobtainedduringtheprojectlifecycle.12.Tomaintainthecustomer'sschedule,massiveovertimewillberequiredbetweenChristmasandNewYears.Manyofyourteammembershaveputinforvacationduringthistime.Youshould:a.Letthescheduleslipandinformthecustomerb.Firstgivetheemployeesthechoiceofworkingovertimec.Maketheemployeescanceltheirvacationplansandworkovertimed.Hiretemporaryemployeesfortheovertime13.WhichofthefollowingsituationsdescribesaviolationofthePMPProfessionalCodeofConducta.Acceptingagiftthatiswithinthecustomaryguidelinesofthecountryorprovinceyouarecurrentlyworkingin.b.Useofconfidentialinformationtoadvanceyourpositionorinfluenceacriticaldecision.c.Complyingwithlawsandregulationsofthestateorprovinceinwhichprojectmanagementservicesareprovidedd.Disclosinginformationtoacustomeraboutasituationthatmayhaveanappearanceofimpropriety.14.Inordertobalancetheneedsofthemanystakeholdersinvolvedinyourprojectthemostdesirablemethodtoachieveresolutionofconflictswouldbe:a.Compromise b.Forcing c.Controlling d.Confrontation15.Youreceiveacontracttoperformtestingforanexternalclient.Aftercontractaward,thecustomerprovidesyouwiththetestmatrixtouseforyour16tests.Thevicepresidentforengineeringsaysthatthecustomer'stestmatrixiswrong,andshewilluseadifferenttestmatrix,whichshouldgivebetterresults.ThisisaviolationtotheSOW.Supposeyoursponsorisalsothevicepresidentforengineering.Youshould:a.Usethecustomer'stestmatrixb.Usetheengineeringtestmatrixwithouttellingthecustomerc.Usetheengineeringtestmatrixandinformthecustomerd.Tellyoursponsorthatyouwanttosetupameetingwiththecustomertoresolvetheconflict16.Inorderfortheprojectmanagertofullyandeffectivelyunderstandastakeholder'spersonalconcernsorgrievancesitmaynecessaryto:a.Askforawrittendescriptionoftheproblemandsubmititthroughtheprojectofficeb.Scheduleaprojectreviewsessionwiththeentireprojectteamc.Attempttoempathizewiththestakeholderd.Involvetheprojectsponsorasanarbitrator17.Astheleaderofaprojectteam,theprojectmanagermayberequiredtoassessthecompetenciesofhisorherteammembers.Occasionally,someweaknessesorareasforimprovementwillbeidentified.Theprojectmanagershould:a.Removeanyteammemberswhohavedemonstratedweaknessesincriticalknowledgeareasb.Communicatethoseweaknessesandestablishaperformanceimprovementprogramc.Hireadditionalresourcestocompensateforweakareasd.Waitfortheteammemberstofailinanassignmenttojustifytermination.18.YouhavejustchangedjobsanddiscoveredthatyournewemployerroutinelyviolatesOSHA/EPAandaffirmativeactionrequirementsonprojects.Youshould:a.Donothing;it'snotyourproblemb.Startbyaskingmanagementiftheyareawarethatregulationsarebeingviolatedc.Talktothecorporatelegaldepartmentd.Informtheappropriategovernmentagenciesabouttheviolations19.Theprojectmanagermustbeaneffectivecommunicatortoensurethatprojectstakeholdersreceiveandunderstandprojectrelatedinformationandstatus.Priortodeliveringinformationtothestakeholderstheprojectmanagershouldattemptto:a.Researchandunderstandtheregionofexperienceofthestakeholderbeforetransmittinginformationb.Identifyonlythosestakeholdersthathaveathesamebackgroundexperienceastheprojectmanagerc.Filtertheinformationtoremoveanydetailsd.Restrictinformationtospecifictechnicaldetails20.Aspartofyourprojectplanyoumustdevelopaneffectivemethodofcommunicationforyourmultinationalteamofstakeholders.Youhaveseveralchoicesofmediaavailable.Theappropriateactiontotakeinthedevelopmentofthecommunicationplanswouldbeto:a.Discusstheavailableoptionswiththestakeholdersandobtaintheirinputb.Usethestandardmediathathasbeenineffectforyourpreviousprojectsc.Usemultipleformsofmediatoensurethateveryonereceivestheinformationd.Obtainadditionalfundingfromtheprojectsponsoranddevelopaprojectspecificcommunicationsinfrastructure.21.Oneofyouremployeesisupforpromotion.Ifthepromotionisgranted,theemployeewillbereassignedelsewherecausingaproblemforyouonyourproject.Youcandelaythepromotionuntilyourprojectiscompleted.Youshould:a.Supportthepromotionbutworkwiththeemployeeandtheemployee'snewmanagementtodevelopagoodtransitionplanb.Asktheemployeetorefusethepromotionuntilyourprojectiscompleted.c.Arrangetodelaythepromotionuntiltheprojectiscompletedd.Telltheemployeethatitishisresponsibilitytofindasuitablereplacementsothattheprojectwillnotsuffer.22.Theintegrityoftheprojectmanagerisoftenchallengedbystakeholderswhoattempttousepersonalpowerorinfluencetochangethescopeofanagreedupondeliverable.Inthesesituationstheprojectmanager'smostappropriateresponsewouldbe:a.Referthestakeholdertotheprocessforchangedocumentedintheapprovedcontract.b.Agreetothechangebecausecustomersatisfactionisthegoalregardlessofcost.c.Contactthelegaldepartmentandsuspendallfurtherprojectworkd.Determinetherisksandrewardsforimplementingthechangebeforetakinganyaction.23.Duringprojectimplementationtheclientinterpretsaclauseinthecontracttomeantheheisentitledtoasubstantialrefundforworkrecentlycompleted.Youreviewtheclauseanddisagreewiththeclient'sconclusion.Astheprojectmanagerwhichofthefollowingactionsshouldbetakena.Disregardthecustomer'sconclusionandcontinuetoprocessinvoicesb.Documentthedisputeandrefertotheprovisionsofthecontractthataddressinterpretationsanddisputesc.Advisethecustomerthatambiguousinformationincontractsisalwaysinterpretedinfavorofthecontractord.Immediatelycorrecttheclausetoremoveanypossiblemisinterpretationbythecustomer24.Yourexecutives,inappreciationforthesuccessofyourproject,havegivenyoua$10,000bonustobedisbursedamongyourfive-teammembers.Oneofthefive,whoisasubstandardworkerandaccomplishedverylittleonyourproject,isinyourcarpool.Youshould:a.Provideeveryonewithanequalshareb.Provideeveryoneasharebasedupontheirperformancec.Asktheworkerstodecideamongthemselveshowthebonusshouldbesubdividedd.Askthesponsortomakethedecision25.Beforereportingaperceivedviolationofanestablishedruleorpolicytheprojectmanagershoulda.Determinetherisksassociatedwiththeviolationb.Ensurethereisareasonablyclearandfactualbasisforreportingtheviolationc.Ignoretheviolationuntilitactuallyaffectstheprojectresultsd.Conveneacommitteetoreviewtheviolationanddeterminetheappropriateresponse26.ProjectManagerscancontributetotheirorganization'sknowledgebaseandtotheprofessionofprojectmanagementmosteffectivelyby:a.Developingandimplementingaprojectreviewandlessonslearnedprocessb.Establishingstrictguidelinesforprotectingintellectualpropertyc.Promotetheuseofadhocprojectmanagementd.Ensuringthatallprojectplansaredevelopedbeforetheprojectteamisformed27.Youhavebeenassignedtwoconcurrentprojects.Becauseofthenatureoftheprojects,youhaveaconflictofinterest.Youshould:a.Dothebestyoucanandtellnoone b.Asktoberemovedfromoneoftheprojectsc.Asktoberemovedfrombothoftheprojects d.Informyoursponsorandaskforhisadvice28.Youreceiveacontracttoperformtestingforanexternalclient.Aftercontractaward,thecustomerprovidesyouwiththetestmatrixtouseforyour16tests.Thevicepresidentforengineeringsaysthatthecustomer'stestmatrixiswrong,andshewilluseadifferenttestmatrix,whichshouldgivebetterresults.ThisisaviolationtotheSOW.Youshould:a.Usethecustomer'stestmatrixb.Usetheengineeringtestmatrixwithouttellingthecustomerc.Usetheengineeringtestmatrixanddiscussthereasonswiththecustomerd.Askyoursponsorforclarification,assumingthatthevicepresidentisnotyoursponsor29.Aneffectivemethodforimprovinganorganization'sprojectmanagementknowledgebaseisthrough:a.Coachingandmentoring b.Referentpowerc.AweakMatrixorganizationalstructure d.FastTrackingAnswerKey1=c 2=d 3=a 4=a 5=c 6=b 7=c 8=b 9=b 10=a 11=c12=b 13=b 14=d 15=d 16=c17=b 18=b 19=a 20=a 21=a 22=a23=b 24=c 25=b26=a 27=d 28=d 29=aDisclaimer:Thesequestionsareintendedforstudypurposesonly.SuccessonthesequestionsisnotindicativeofsuccessontheProjectManagementProfessionalCertificationExamination.ThisdownloadoftheSampleExamQuestionsisforyourpersonaluseandNOTFORcommercialuse.Anyunauthorizeduseorduplicationofthisdocumentisprohibited!1.Anarrativedescriptionofproductsorservicestobesuppliedundercontractiscalled:a.Theprojectplan. B.Astatementofwork. C.Anexceptionreport. D.AParetoanalysis.2.Anexampleofscopeverificationis:a.Reviewingtheperformanceofaninstalledsoftwaremodule.B.Managingchangestotheprojectschedule.C.DecomposingtheWBStoaworkpackagelevel.D.Performingabenefit/costanalysistodetermineifweshouldproceedwiththepro3.Whichofthefollowingisnotanexampleofasourceofscopechange?

A.Avariationingovernmentregulations.B.Failuretoincludearequiredfeatureinthedesignofatelecommunicationsystem.C.Aneedtoengageinbottom-upcostestimating.D.Introducingtechnologythatwasnotavailablewhenscopewasoriginallydefined.4.Thesubdivisionofmajorprojectdeliverables,asidentifiedinthescopestatement,intosmaller,moremanageablecomponentsiscalled:a.Parametricestimation .B.Scopedefinition.C.Feasibilityanalysis. D.Benefit-costanalysis.5.Theprocessofestablishingclearandachievableobjectives,measuringtheirachievement,andadjustingperformanceinaccordancewiththeresultsofthemeasurementiscalled:a.Strategicplanning. B.Alternativeobjectivesinventory.C.Managementbyobjectives. D.Contingencyplanning.6.Configurationmanagementis:a.Usedtoensurethatthedescriptionoftheprojectproductiscorrectandcomplete.B.Thecreationoftheworkbreakdownstructure.C.Thesetofproceduresdevelopedtoassurethatprojectdesigncriteriaaremet.D.Amechanismtotrackbudgetandschedulevariances.7.Afundamentaltenetofmodernqualitymanagementholdsthatqualityismostlikelytobeachievedby:a.Planningitintotheproject. B.Developingcarefulmechanismstoinspectforquality.C.Strivingtodothebestjobpossible. D.Conductingqualitycircleactivities.8.Yourmostrecentprojectstatusreportcontainsthefollowinginformation:BCWP=3,000,ACWP=3,500,andBCWS=4,000.Theschedulevarianceis:a.+1,000. B.+500. C.-500. D.-1,000.9.Learningcurvetheoryemphasizesthatinproducingmanygoods:a.Costdecreasesasproductionratesincrease.B.Averageunitcostdecreasesasmoreunitsareproduced.C.Materialsbecomecheaperwhentheyarepurchasedinbulk.D.Laborersbecomemoreproductivebecauseoftechnologicaladvances.10.Rearrangingresourcessothatconstantresourcelevelsaremaintainediscalled:a.Floating. B.Leveling. C.Restructuring. D.Crashing.11.The_________isatime-phasedbudgetthatwillbeusedtomeasureandmonitorcostperformanceintheproject.A.Workbreakdownstructure b.Projectschedule c.Costbaseline d.Costbudget12.Totransfermostofthecostrisktothecontractor,theclientmayusea___________contract.A.Costplusaward b.Costplusincentivefee c.Costplusfixedfee d.Fixedprice13.Anappropriatesequenceforriskmanagementactivitiesis:a.Riskidentification,riskquantification,andriskresponsedevelopmentandcontrol.B.Riskidentification,riskassessment,andriskplanning.C.Riskidentification,riskmitigation,andriskmanagement.D.Riskidentification,riskelimination,andriskmitigation.14.TheoryXholdsthat:a.Qualityimprovementslieinthehandsofqualitycircles.B.Profitsaretiedtomeetingscheduledeadlines.C.Absenteeismistiedtopoorworkingconditions.D.Workersareinherentlyunmotivatedandneedstrongguidance.15.Allofthefollowingarecharacteristicsofparametricestimatingexcept:a.Historicalinformation. B.Quantifiable. C.Scalable. D.Activitylists.16.Inputstocostbudgetingincludeallofthefollowingexcept:a.Costbaseline b.Costestimate c.Workbreakdownstructure d.Projectschedule17.Inputsusedduringscopeplanningincludeallofthefollowingexcept:a.Constraints. B.Projectcharter. C.Budget/costanalysis. D.Productdescription.18.Costcontroloutputsincludeallofthefollowingexcept:a.Estimateatcompletion. B.Budgetupdates.C.Revisedcostestimates. D.Costbaseline.19.Riskidentificationoutputsincludethefollowingexcept:a.Decisiontrees. B.Inputstootherprocesses.C.Risksymptoms. D.Potentialriskevents.20.Putsintooverallchangecontrolincludeallofthefollowingexcept:a.Projectplan. B.Changerequests. C.Changecontrolsystem. D.Performancereports21.Activitydurationestimateinputsincludeallofthefollowingexcept:a.Resourcerequirements. B.Basisofestimates. C.Activitylists. D.Constraints.22.Allofthefollowingarecontracttypesexcept:a.Unit-price. B.Make-or-buy. C.Costreimbursable. D.Lumpsum.23.Initiationinputsforaprojectincludeallofthefollowingexcept:a.Productdescription. B.Strategicplan. C.Projectcharter. D.Selectioncriteria.24.Responsestoriskthreatsincludeallofthefollowingexcept:a.Avoidance. B.Acceptance. C.Mitigation. D.Rejection.25.Theprocessofperformancereportingincludesallofthefollowingexcept_____________.A.Statusreporting. B.Progressreporting. C.Forecasting. D.Productanalysis26.Constrainedoptimizationmethodsofprojectselectioninclude:a.Scoringmodels. B.Benefit-costratios. C.Multi-objectiveprogrammingalgorithms.D.Subjectiveanalyses.27.Whichofthefollowingstatementsconcerningcontracttypeiscorrect?

A.Afixedpricecontractcontainsthemostriskforthebuyer.B.Costreimbursablecontractsoffersellersthehighestprofitpotential.C.Lumpsumcontractsoffersellersthegreatestprofitpotential.D.Unitpricecontractsareillegalinmanyjurisdictions.28.AWorkBreakdownStructure(WBS)numberingsystemshouldallowprojectstaffto:a.IdentifythelevelatwhichindividualWBSelementsarefound.B.Identifyconfigurationmanagementmilestones.C.EstimatethecostsofWBSelements.D.Provideprojectjustification.29.Allofthefollowingaretruequalitystatementsexcept:a.Qualityimprovementdependsuponbetterdefinitionandincreasedawarenessoftherequirements/specifications.B.Projectqualitymanagementmustaddressbothmanagementoftheprojectandtheproductoftheproject.C.Recognitionofkeyactionsrequiredofeachteammemberisnecessarytomeetqualityobjectives.D.Computer-aideddesignsystemscanimprovequality,butonlyattheexpenseofanincreaseinthecostofdesign.30.Allofthefollowingareexamplesoftoolsoftenusedincostestimatingexcept:a.Parametricmodeling. B.Analogousestimating.C.Bottom-upestimating. D.Activitydurationestimates.31.AtXYZInc.,thehourlywageforsemi-skilledworkersis$14.00.Theannualauditshowsthatfringebenefitscost30%ofbasicwages,andthatoverheadcostsare60%ofwagesplusfringebenefits.Whatistheloaded”hourlywageforasemi-skilledworkeratXYZInc.

A.$27.14. B.$28.96. C.$30.03. D.$29.12.32.Ofthefollowingestimates,whichmostaccuratelyreflecttheactualcostoftheproject?

A.Conceptualestimates. B.Orderofmagnitudeestimates.C.Preliminaryestimates. D.Bottom-upestimates.33.Themostcrucialtimeforprojectriskassessmentis:a.Whena