PMP練習(xí)題(包含答案)

61.Duetoaqualityissue,thechangecontrolboardapprovesachange.TheprojectmanagermustimplementthechangetoaligntheprojectwiththeprojectmanagementplanWhatshouldtheprojectmanagerimplementfirst?A.QualitycontrolB.DefectrepairC.CorrectiveactionD.Preventiveaction61.由于質(zhì)量問題，變更控制委員會(huì)批準(zhǔn)了一項(xiàng)變更。項(xiàng)目經(jīng)理必須實(shí)施變更以便讓項(xiàng)目與項(xiàng)目管理計(jì)劃保持一致。首先應(yīng)該實(shí)施那一項(xiàng)工作？A.質(zhì)量控制B.缺陷補(bǔ)救C.糾正措施D.預(yù)防措施包括：PMBOK6P9662.Duringprojectimplementation,theprojectmanagementnoticesahighamountofrework.TheprojectmanagershouldconsultwhichofthefollowingforstrategiestodecreasetheamountofreworkA.ProcessimprovementplanB.QualitymetricsC.ScopestatementD.Qualitymanagementplan62.在項(xiàng)目實(shí)施期間，項(xiàng)目經(jīng)理注意到返工量很大。項(xiàng)目經(jīng)理應(yīng)查閱下列哪一項(xiàng)？A.過程改進(jìn)計(jì)劃B.質(zhì)量測量指標(biāo)C.圍說明書D.質(zhì)量管理計(jì)劃解析：PMBOK6P286原話：應(yīng)該在項(xiàng)目早期就對質(zhì)量管理計(jì)劃進(jìn)行評審，以確保決策是基金額和進(jìn)度延誤次數(shù)。63.Adevelopmentalprojecttocreateanewsystemisimplementedinthemarket.Theprojectmanagerdeliverscostestimatesforthesponsor’sevaluationinWhattoolshouldtheprojectmanagerconsiderintheestimationprocess?A.ExpertjudgmentBBottom-upestimatingC.VendorbidanalysisD.Reserveanalysis63.創(chuàng)建一個(gè)新系統(tǒng)的開發(fā)項(xiàng)目在市場中實(shí)施。項(xiàng)目經(jīng)理交付成本估算，供項(xiàng)目發(fā)起人評估項(xiàng)目經(jīng)理在估算過程中應(yīng)考慮什么工具？A.專家判斷C.賣方投標(biāo)分析D.儲(chǔ)備分析參考答案：A。解析：四個(gè)選項(xiàng)都可以用來估算成本，專家判斷用途最廣，優(yōu)先A。64.Aprojectwillendintwodays.However,duetoundefinedrequirements,thereisonetaskthatisincompleteBeforetransitioningtotheoperationsteam,whatshouldtheprojectmanagerdo?A.CollecttheprojectinformationforfutureusageB.ConductalessonslearnedreviewwiththeteamC.ConfirmthedeliverabletoobtainacceptancewiththeclientD.Convenestakeholderstogainagreementontheunfinishedtask64.項(xiàng)目將在兩周結(jié)束。但是，由于未定義的需求，還有一個(gè)任務(wù)未完成。在移交給運(yùn)營團(tuán)隊(duì)之前，項(xiàng)目經(jīng)理應(yīng)該怎么做？A.收集項(xiàng)目信息，以便將來使用B.與團(tuán)隊(duì)開展經(jīng)驗(yàn)教訓(xùn)審查C.確認(rèn)可交付成果，獲得客戶的驗(yàn)收D.召集干系人獲得對未完成任務(wù)的同意65.Aprojectmanageridentifiesariskonaprojectwhichcausesworktostop.TheprojectteamwasforcedtouseacontingencyplanInwhatprojectmanagementprocessgroupistheprojectmanagercurrentlyin?A.ControlriskB.PlanriskresponsesC.IdentifyrisksD.Mitigaterisks65.項(xiàng)目經(jīng)理識別到項(xiàng)目上的一個(gè)風(fēng)險(xiǎn)可能導(dǎo)致停工。項(xiàng)目團(tuán)隊(duì)被迫使用應(yīng)急計(jì)劃。項(xiàng)目經(jīng)處于那一個(gè)項(xiàng)目管理過程組？A.控制風(fēng)險(xiǎn)B.規(guī)劃風(fēng)險(xiǎn)應(yīng)對C.識別風(fēng)險(xiǎn)D.減輕風(fēng)險(xiǎn)66.Acompanycustomizesproductsforacustomer.Productionbeginsandthequalityteamperformsqualitychecksonalltheproducts.Aftertheproductsareapproved,thecustomerreceivesthefinishedproduct.However,thecustomerisnotsatisfiedwiththequalityandwantstosendtheproductsback.Whichofthefollowingtechniquesshouldbeusedtofixtheissues?A.QualitycontrolB.ControlchartsC.ProcessanalysisD.Histogram66.一家公司為一個(gè)客戶定制產(chǎn)品。生產(chǎn)開始，質(zhì)量團(tuán)隊(duì)對所有產(chǎn)品執(zhí)行質(zhì)量檢查。產(chǎn)品獲得批準(zhǔn)之后，客戶收到成品。但是，客戶對質(zhì)量不滿意，想要將產(chǎn)品退回。若要解決這個(gè)問A.質(zhì)量控制C.過程分析D方圖67.Whencoldweatherseasonends,theconstructionteamcancompleteoutdoorconstructionaccordingtoschedule.TheprojectmanagerreviewstheriskregisterandidentifiesthattheriskduetocoldweatherarelesssignificantthanpreviouslyanticipatedWhattoolortechniquedidtheprojectmanagerusetomakethisdetermination?A.RiskauditsB.RiskreassessmentC.VarianceandtrendanalysisD.Influenceanalysis67.在寒冷天氣季節(jié)結(jié)束時(shí)，施工團(tuán)隊(duì)可以按照進(jìn)度計(jì)劃完成室外施工工作。項(xiàng)目經(jīng)理審查風(fēng)險(xiǎn)登記冊，并確定由于寒冷天氣引起的風(fēng)險(xiǎn)比預(yù)期的嚴(yán)重性要低。項(xiàng)目經(jīng)理使用了哪項(xiàng)工具或技術(shù)做出這項(xiàng)決定？A.風(fēng)險(xiǎn)審計(jì)B.風(fēng)險(xiǎn)再評估c.偏差和趨勢分析D參考答案：B。解析：已發(fā)生風(fēng)險(xiǎn)的影響比預(yù)期分析的嚴(yán)重性要低，說明對風(fēng)險(xiǎn)進(jìn)行了再評68.Aprojectmanagerplansactivatesandresourcesforaproject.Whatshouldtheprojectmanagerusetoreviewinterdependenciesamongtasks,reviewcriticalpathactivities,andfindopportunitiestoshortentheprojectduration?A.networkanalysisB.PERTanalysisC.milestonechartD.schedulenetworkdiagram68.項(xiàng)目經(jīng)理為一個(gè)項(xiàng)目規(guī)劃活動(dòng)和資源。項(xiàng)目經(jīng)理應(yīng)使用什么方法來審查任務(wù)之間的相互依賴關(guān)系，審查關(guān)鍵路徑活動(dòng)并找到縮短項(xiàng)目持續(xù)時(shí)間的機(jī)會(huì)？RTC.里程碑圖D.進(jìn)度網(wǎng)絡(luò)圖參考答案：A。解析：網(wǎng)絡(luò)分析技術(shù)包括關(guān)鍵路徑法、關(guān)鍵鏈法、資源優(yōu)化技術(shù)和建模技術(shù)69.Duringfinalproducttestingofatwo-yearproject,anapplicationisscheduledtobeimplementedwithinthenextmonth.Theprojectmanagerdiscoversthatamandatorydeliverablewasoverlookedintheprojectmanagementplan;however,thedevelopmentteamstatesthatitwillonlytake15daystocomplete.Whatshouldtheprojectmanagerdo?ARe-validatethescopeB.PerformintegratedchangecontrolC.AdjustthescheduletocoverthechangeD.Performcrashingtomeetthedeadline69.在一個(gè)為期兩年項(xiàng)目的最終產(chǎn)品測試期間，一項(xiàng)應(yīng)用程序安排在下個(gè)月實(shí)施。項(xiàng)目經(jīng)理發(fā)現(xiàn)項(xiàng)目管理計(jì)劃中忽略了一個(gè)強(qiáng)制性可交付成果。然而，開發(fā)團(tuán)隊(duì)說只需花15天能夠完A.重新核實(shí)圍B.實(shí)施整體變更控制C.調(diào)整進(jìn)度計(jì)劃包含變更D.執(zhí)行趕工，滿足期限要求解析：“忽略了一個(gè)強(qiáng)制性可交付成果”，說明與原計(jì)劃有偏差，需要變更。按照整體變更控制來進(jìn)行其他三個(gè)選項(xiàng)得容。70.Aprojectmanagerasksateammembertoreviewtheproject’sstatus.