上傳人：湯***

認(rèn)證信息

認(rèn)證類型：個人認(rèn)證

認(rèn)證主體：翟**（實名認(rèn)證）

IP屬地：北京

IP屬地：北京 上傳時間：2023-06-18 格式：PPTX 頁數(shù)：228 大?。?.15MB 積分：30 舉報 版權(quán)申訴

?？级v解戴朝昕電話：郵箱：一、目標(biāo)和要求一、目標(biāo)和要求三、解題小結(jié)三、解題小結(jié)目錄二、試題講解二、試題講解一、目標(biāo)和要求一、目標(biāo)和要求三、解題小結(jié)三、解題小結(jié)目錄二、試題講解二、試題講解二模目標(biāo)1、掌握考題考點和解題方法。2、每道題都要找到項目管理對應(yīng)知識點。一次通過，必須有硬功夫！知識領(lǐng)域項目管理過程組啟動過程組計劃過程組執(zhí)行過程組監(jiān)控過程組收尾過程組整合管理4.1制定項目章程4.2制定項目管理計劃4.3指導(dǎo)和管理項目工作4.4監(jiān)控項目工作4.5實施整體變更控制4.6結(jié)束項目或階段范圍管理5.1規(guī)劃范圍管理5.2收集需求5.3定義范圍5.4創(chuàng)建WBS5.5確認(rèn)范圍5.6控制范圍時間管理6.7控制進(jìn)度成本管理6.1規(guī)劃進(jìn)度管理6.2定義活動6.3排列活動順序6.4估算活動資源6.5估算活動持續(xù)時間6.6制定進(jìn)度計劃7.1規(guī)劃成本管理7.2估算成本7.3制定預(yù)算7.4控制成本質(zhì)量管理8.1規(guī)劃質(zhì)量管理8.2實施質(zhì)量保證 8.3控制質(zhì)量人力資源管理9.1規(guī)劃人力資源管理9.3建設(shè)項目團(tuán)隊9.4管理項目團(tuán)隊溝通管理10.1規(guī)劃溝通管理10.2管理溝通10.3控制溝通風(fēng)險管理11.1規(guī)劃風(fēng)險管理11.2識別風(fēng)險11.3實施定性風(fēng)險分析11.4實施定量風(fēng)險分析11.5規(guī)劃風(fēng)險應(yīng)對11.6控制風(fēng)險采購管理12.1規(guī)劃采購管理12.2實施采購12.3控制采購12.4結(jié)束采購干系人管理13.1識別干系人13.2規(guī)劃干系人管理13.3管理干系人參與13.4控制干系人參與定位題目屬于哪個過程和知識領(lǐng)9.2組域建項的目團(tuán)子隊過程！一、講解目標(biāo)和要求一、講解目標(biāo)和要求三、解題小結(jié)三、解題小結(jié)目錄二、試題講解二、試題講解1、Which

of

the

following

attributes

is

true

for

acompetency.A.

It

is

a

smallest

unit

of

dimension

of

competence.B.

It

affects

only

a

minor

part

of

one’s

job.C.

It

correlates

with

performance

outside

the

scope

ofthe

job.D.

It

can

be

improved

through

training

and

development.1、對于資格來說，下列哪一項特征是正確的？

A．它是功能最小的單位或維度。

B．它只能影響到一個人工作較小的一部分。

C．它與工作范圍之外的績效有關(guān)。

D．它可以通過培訓(xùn)和發(fā)展得以提高答案：D考點：9.3.2建設(shè)項目團(tuán)隊-工具-培訓(xùn)，知識技能可通過培訓(xùn)、鍛煉等辦法來提高。就PMP資格而言，哪個選項與之最匹配？2、Configuration

management

describes

procedures

forapplying

technical

and

administrative

direction

andsurveillance.Which

one

of

the

following

tasks

is

notperformed

in

configuration

management?A.

Establishes

an

evolutionary

method

to

requestchanges

to

established

baselinesB.

Provide

opportunities

for

project

by

considering

theimpact

of

each

changeC.

Establish

a

mechanism

to

communicate

all

approvedand

rejected

change

to

the

stakeholdersD.

Allowing

automatic

approval

of

changes？2、配置管理描述了如何使用指導(dǎo)和監(jiān)督來控制項目范圍。下面哪個任務(wù)不是在該管理過程中執(zhí)行的內(nèi)容答案：D考點：4.5實施整體變更控制引言-配置管理系統(tǒng)三目標(biāo)。D是變更控制系統(tǒng)內(nèi)容。A．建立先進(jìn)的方法以提出對既定基準(zhǔn)的變更

B．通過對變更影響的分析來為項目改進(jìn)創(chuàng)造機會*C．建立向干系人溝通變更審批情況的溝通機制

D．允許對變更的自動承認(rèn)配置控制重點關(guān)注可交付成果及各個過程的技術(shù)規(guī)范，而變更控制則著眼于識別、記錄、批準(zhǔn)或否決對項目

文件、可交付成果或基準(zhǔn)的變更。3、Two

project

managers

have

just

realized

that

they

arein

a

weak

matrix

organization

and

that

their

power

asproject

managers

is

quite

limited.One

figures

out

that

heis

really

a

project

expediter

and

the

other

realizes

he

isreally

a

project

coordinator.How

is

a

project

expediterdifferent

from

a

project

coordinator?A.

The

project

expediter

cannot

make

decisions.B.

The

project

expediter

can

make

more

decisions.C.

The

project

expediter

reports

to

a

higher-levelmanager.D.

The

project

expediter

has

some

authority.3、兩位項目經(jīng)理認(rèn)識到他們處于弱矩陣組織中，且權(quán)力非常有限。其中一位認(rèn)為自己其實就是一名項目聯(lián)絡(luò)員，另一位則是一名項目協(xié)調(diào)員。項目聯(lián)絡(luò)員不同于項目協(xié)調(diào)員之處在于？A．項目聯(lián)絡(luò)員不能做決定。

B．項目聯(lián)絡(luò)員可以做很多決定。

C．項目聯(lián)絡(luò)員向更高級經(jīng)理匯報。

D．項目聯(lián)絡(luò)員擁有一定權(quán)力。答案：A考點：2-1圖，組織結(jié)構(gòu)對項目的影響，干系人的權(quán)力AB相反，答案大都非A則B知識點詳解PM在職能型組織實際是項目聯(lián)絡(luò)員，在弱矩陣組織是項目協(xié)調(diào)員4、In

a

projectized

organization

the

project

team:A.

reports

to

many

bosses.B.

has

no

loyalty

to

the

project.C.

reports

to

the

functional

manager.D.

will

not

always

have

a

""home.""4、純項目組織結(jié)構(gòu)中項目團(tuán)隊：

A．向多個老板匯報。

B．對項目不忠誠。

C．向職能經(jīng)理匯報

D．總是沒有“家”的感覺。答案：D考點：2.4.2組織結(jié)構(gòu)特點-項目型組織思路：項目結(jié)束后，成員沒有職能部門（家）能返回。提醒：該結(jié)構(gòu)的項目經(jīng)理更要做好組織過程資產(chǎn)的收集和整理。知識點詳解5、The

project

team

has

just

completedthe

initial

project

schedule

and

budget.The

NEXT

thing

to

do

is:A.

Begin

identifying

risksB.

begin

iterations.C.

determine

communicationsrequirements.D.

create

a

bar

(Gantt)

chart.考點：Rita流程圖，實質(zhì)考我們規(guī)劃工作的邏輯順序。答案：C？？？？5、項目團(tuán)隊剛剛完成了項目進(jìn)度和預(yù)算，接下來該做什么？**A．開始識別風(fēng)險*B．開始漸進(jìn)明細(xì)

C．確定溝通需求

D．制作甘特圖10個知識領(lǐng)域是如何編排先后順序？進(jìn)度和成本完成后，哪項是接下來要做的？知識點詳解：Rita流程表包含甘特圖6、The

process

for

identifying

&

controllingfunctional

physical

design

characters

of

theproducts

supplied

by

the

project

is

found

inwhich

of

the

following?A.

Project

management

methodology.B.

Configuration

management

system.C.

Procurement

management

plan.D.

Quality

management

plan.？？？6、在項目中識別和控制產(chǎn)品結(jié)構(gòu)功能設(shè)計特性的過程，出現(xiàn)在下列哪一項中？

A．項目管理方法論

B．配置管理系統(tǒng)

C．采購管理計劃**D．質(zhì)量管理計劃答案：B考點：4.5實施整體變更控制-引言-配置管理系統(tǒng)-配置識別D說明如何實施組織的質(zhì)量政策，以及項目管理團(tuán)隊準(zhǔn)備如何達(dá)到項目的質(zhì)量要求。項目管理信息系統(tǒng)配置管理系統(tǒng)變更管理系統(tǒng)工包具括自動化系統(tǒng)和文檔、手動系統(tǒng)、項目組織結(jié)構(gòu)等主自要動化項系統(tǒng)與目其他管系統(tǒng)理配合使用包括配置管理系統(tǒng)、合同檔案管理系統(tǒng)項目管理系統(tǒng)作用：1、識別產(chǎn)品或組成部分功能和屬性；2、控制上述特征的變更；3、記錄每個變更實施情況；4、輔助審核，核實是否符合要求構(gòu)成：文字工作、跟蹤系統(tǒng)、變更審批層次作用：明確CCB的角色和職責(zé)；輔助完成變更控制活動工作授權(quán)系統(tǒng)7、A

project

manager

is

trying

to

complete

asoftware

development

project,

but

cannot

getenough

attention

for

the

project.

Resources

arefocused

on

completing

process-related

work

andthe

project

manager

has

little

authority

toproperly

assign

resources.What

form

oforganization

must

the

project

manager

beworking

in?A.

FunctionalB.

MatrixC.

ExpediterD.

Coordinator？7、項目經(jīng)理正在努力完成一個軟件開發(fā)項目，但項目得不到足夠的重視。資源都用在了與加工相關(guān)的工作上了，項目經(jīng)

理沒有權(quán)力合理分配資源。這位項目經(jīng)理所在項目的組織結(jié)構(gòu)為？A．職能型*B．矩陣型

C．聯(lián)絡(luò)員

D．協(xié)調(diào)員答案：A考點：2.4.2組織機構(gòu)思路：職能組織中，PM實質(zhì)是聯(lián)絡(luò)員，更沒有權(quán)分配資源。PM實際是弱矩陣的項目協(xié)調(diào)員（很小權(quán)力）,還是職能型的項目聯(lián)絡(luò)員（沒有權(quán)力）？知識點詳解8、The

actual

expenditure

of

a

project

to

dateis

US$850,000,of

a

US$900,000

total

projectbudget.The

current

earned

value

isUS$750,000.What

is

the

status

oftheproject?A．US$100,000

over

budgetB．US$5,000

under

budgetC．US$100,000

under

budgetD．US$50,000

over

budget8.

某個項目到目前為止的實際支出是850,000

美元嗎，項目總預(yù)算為900,000美元，當(dāng)前掙值為750,000美元，項目的狀態(tài)是什么？A．超出預(yù)算100,000美元

B．低于預(yù)算50,000美元

C．低于預(yù)算100,000美元

D．超出預(yù)算50,000美元答案：A考點：掙值計算9、A

detailed

project

schedule

can

be

created

only

aftercreating

the:A.

project

budget.B.

work

breakdown

structure.C.

project

management

plan.D.

detailed

risk

assessment.9、詳細(xì)的項目進(jìn)度表，只有在以下哪項確定后才能制定？

A．項目預(yù)算B．工作分解結(jié)構(gòu)

C．項目管理計劃

D．詳細(xì)的風(fēng)險評估計劃答案：B思路：項目預(yù)算、管理計劃及詳細(xì)的風(fēng)險計劃在進(jìn)度表制定后完成，只有WBS是制定進(jìn)度表的輸入！10個知識領(lǐng)域是怎樣順序編排？哪選項在進(jìn)度之前？10、Company

A’s

customer

satisfaction

survey

indicatesthat

customers

are

leaving

for

the

competition

due

todeterioration

support

responsiveness.With

theimpending

deregulation

and

increased

competition,theCEO

vows

to

place

priority

on

improving

clientexperience.What

project

techniques

should

be

used?A.

Q-short.B.

Parametric

estimation.C.

Fish-bone

diagram.D.

Sensitivity

analysis.？？？10、A公司的客戶滿意度調(diào)查顯示，由于服務(wù)水平下降，客戶有投向競爭對手的趨勢。隨著管制解除的迫近和競爭變得越來越激烈，CEO宣布將改善客戶體驗擺在第一位，應(yīng)該使用下列哪一項技術(shù)？A．Q-分類技術(shù)

B．參數(shù)估算

C．魚骨圖*D．敏感性分析答案：C考點：8.3.2實施質(zhì)量控制-工具-魚骨圖（因果圖、石川圖）和8。質(zhì)量管理的導(dǎo)言-客戶滿意。思路：“客戶滿意度”是質(zhì)量的評價標(biāo)準(zhǔn)。魚骨圖是質(zhì)量工具，應(yīng)先收集信息找原因A是一種人際關(guān)系評估技術(shù)；

D是用于風(fēng)險分析中11、To

control

the

schedule,a

project

manager

isreanalyzing

the

project

to

predict

project

duration.Shedoes

this

by

analyzing

the

sequence

of

activities

with

theleast

amount

of

scheduling

flexibility.What

technique

isshe

using?A.

Critical

path

methodB.

FlowchartC.

Precedence

diagrammingD.

Work

breakdown

structure為了控制進(jìn)度，項目經(jīng)理重新分析了項目狀況，目的是預(yù)估項目工期。通過浮動時間來分析活動之間的邏輯關(guān)系。她使用了什么技術(shù)？關(guān)鍵路徑法B．流程圖

C．前導(dǎo)圖

D．工作分解結(jié)構(gòu)答案：A考點：6.6.2制定進(jìn)度計劃-工具-關(guān)鍵路徑法（CPM）思路：AC與進(jìn)度相關(guān)。但C是排列活動順序確定活動邏輯，不是預(yù)估工期，和進(jìn)度靈活度。哪個選項與進(jìn)度有關(guān)？12.

At

a

project

status

meeting

with

the

customer,

thecustomer

expects

a

deliverable

that

the

project

managerdoes

not

believe

is

in

scope.

The

project

manager

confirmsthat

this

deliverable

is

a

new

requirement.

What

processshould

the

project

manager

follow?A．Perform

integrated

change

controlB．Review

work

breakdown

structureC．Update

project

management

planD．Perform

risk

assessment答案：A12.在與客戶召開的項目狀態(tài)會議上，客戶希望獲得某項可交付成果，但是項目經(jīng)理不認(rèn)為該可交付成果屬于項目范圍。項目經(jīng)理確認(rèn)該項目可交付成果是一個新需求。項目經(jīng)理應(yīng)該遵循下列哪一個流程？A．實施整體變更控制

B．審查工作分解結(jié)構(gòu)

C．更新項目管理計劃

D．實施風(fēng)險評估考點：4.5實施整體變更控制流程13、The

project

is

close

to

completion.All

projectdeliverables

have

been

accepted

by

the

stakeholders.The

program

manager

has

asked

the

project

manager

totake

on

another

project.

All

external

contracts

have

beenmet

and

all

the

contracts

closed.What

should

the

project

manager

do?A.

Announce

the

project

is

closed

and

move

to

the

newproject.B.

Ensure

that

all

procedures

to

transfer

the

project’sproducts

and

service

to

production

are

in

place.C.

Conduct

an

external

review

of

the

project

by

a

team

ofexperts.D.

Ensure

the

remaining

project

activities

are

transferredto

the

new

project.？？？13、項目已完成(isclosetocompletion-接近完成)，所有項目可交付成果都已經(jīng)獲得項目干系人的驗收。所有外部合同都已經(jīng)滿足，所有合同已經(jīng)結(jié)束。項目集經(jīng)理讓項目經(jīng)理

處理另外一個項目，項目經(jīng)理應(yīng)該做什么？*A．宣布項目結(jié)束，并轉(zhuǎn)到管理新項目。**B．確保將項目產(chǎn)品或服務(wù)轉(zhuǎn)到生產(chǎn)的所有程序均以就位。

C．由專家組對項目執(zhí)行外部審查。D．確保剩余的項目活動轉(zhuǎn)到新項目中答案：C考點：12.4.2結(jié)束采購-技術(shù)-采購審計，指對從規(guī)劃采購到控制采購的所有過程進(jìn)行結(jié)構(gòu)化審查。其目的是找出合同準(zhǔn)備或管理方面的成功經(jīng)驗與失敗教訓(xùn)，供本項目其他采購合同或執(zhí)行組織內(nèi)其他項目的采購合同借鑒。通常由專家實施外部審計。針對合同收尾要做采購審計。AB是C審計之后的事情14、The

main

focus

of

life

cycle

costing

is

to:A.

estimate

installation

costs.B.

estimate

the

cost

of

operations

and

maintenance.C.

consider

installation

costs

when

planning

the

projectcosts.D.

consider

operations

and

maintenance

costs

in

makingproject

decisions.14．生命周期成本法的重點是：

A．估算安裝成本。

B．估算營運和維護(hù)成本。

C．規(guī)劃項目成本時，考慮安裝成本。

D．作出項目決策時，考慮營運和維護(hù)成本。答案：D考點：2.4項目生命周期看到“生命周期成本法”就不能只

考慮項目，還要考慮產(chǎn)品（長期）。生命周期成本法還考慮營運和維護(hù)成本，并將它和項目成本加以平衡，以在整個生命周期中降低成本。15.

To

generate

creative

ideas

during

the

CollectRequirements

Process,

the

project

manager

solicitsa

group

of

experts

through

a

series

ofquestionnaires,

which

are

kept

anonymous

andwhose

answers

are

went

directly

back

to

the

projectmanager.This

technique

is

known

as

which

of

the

following?A．Nominal

group

techniqueB．Delphi

techniqueC．BrainstormingD．Mind

mapping15.為了在需求收集過程中產(chǎn)生創(chuàng)新意見，項目經(jīng)理通過一系列問卷調(diào)查來征求專家的意見，問卷調(diào)查是匿名形式的，答案將會直接返回給項目經(jīng)理，這種技術(shù)稱作下列哪一項？

A．多義小組技術(shù)（名義小組技術(shù)）B．德爾菲技術(shù)

C．頭腦風(fēng)暴

D．思維導(dǎo)圖答案：B考點：5.2.2收集需求-德爾菲技術(shù)A用于促進(jìn)頭腦風(fēng)暴的一種技術(shù)，通過投票排列最有用的創(chuàng)意，以便進(jìn)一步開展頭腦風(fēng)暴或優(yōu)先排序。16、A

company

wants

to

start

a

new

product

line.

Thefollowingactivities

were

identified

by

the

project.-------------------------------------------------------------------------------Key

Activity

Duration

Predecessor

Successor-------------------------------------------------------------------------------ADesign

product 20

days

-B,CBManufacture

product 40daysAECDesign

packaging 10daysADDCreate

packaging 20daysCEEPackage

and

ship

product 15daysB,D--------------------------------------------------------------------------------Activity

D

was

delayed

due

to

the

unavailability

of

a

raw

material.How

many

days

of

delay

could

the

project

manager

absorb

withoutdelaying

the

project?A.

20

daysB.

10

daysC.

15

daysD.

0

days16、一家公司希望開始一個新的產(chǎn)品線。項目經(jīng)理確定了下列活動。-------------------------------------------------------------------------------圖示

活動

時間

前一項

后一項--------------------------------------------------------------------------------AACB,CEDE設(shè)計產(chǎn)品

20

天制造產(chǎn)品

40

天設(shè)計包裝

10

天制造包裝

20

天包裝并運輸產(chǎn)品

15

天B,D

--------------------------------------------------------------------------------由于原材料短缺，活動D延期。在不造成項目延期的情況下，項目經(jīng)理可以接受該活動延期多少天？A．20

天B．10

天C．15

天D．0

天答案：B考點：時間管理-PDM進(jìn)度網(wǎng)絡(luò)圖。畫圖計算畫圖計算A：20D：20E：15B：40C：10CP：A-B-E；TD：75次CP：A-C-D-E；TD：65；所以D的TF：10"17．

During

project

executing,

one

of

the

electrical

engineersinforms

the

project

manager

that

the

life

cycle

cost

of

the

newheating

and

air

conditioning

system

is

higher

than

the

lifecycle

cost

of

another

heating

and

air

condition

system.

Whatshould

the

project

manager

do?A. Determine

if

there

is

room

in

the

project

budget

for

theadditional

cost.B. Select

the

product

with

the

lower

life

cycle

cost.C. Select

the

product

with

the

best

life

cycle

cost

to

earnedvalue

ratio.D. Select

the

product

with

the

lowest

maintenance

cost

to

lifecycle

cost

ratio.項目執(zhí)行過程中，一電氣工程師告訴項目經(jīng)理，某一新空

調(diào)系統(tǒng)的生命周期成本比另外一空調(diào)系統(tǒng)的生命周期成本要高。項目經(jīng)理應(yīng)該怎么做？確定項目是否有足夠的費用支付這項額外成本。選擇生命周期成本較低的產(chǎn)品。

答案：B選擇掙值比率中生命周期成本最佳的產(chǎn)品。選擇生命周期成本比率中維修費用最低的產(chǎn)品。考點：1、產(chǎn)品的生命周期成本也是項目成本的一種，一般來講，選擇生命周期成本較低的費用；2、項目不能支付多余的費用，A錯，沒有

C和D的說法；3、此題的場景是無用場景。18.

The

successful

project

manager

must

have

goodnegotiation

skills

that

include?A．Active

listeningB．Issue

escalationC．PersuasivenessD．Team

building？？？18.成功的項目經(jīng)理必須具備良好的談判技巧，包括：A．積極傾聽B．問題升級*C．說服

D．團(tuán)隊建設(shè)答案：A考點：附錄X3.8談判，認(rèn)真傾聽，清晰表達(dá)?？键c：談判談判是指與利益相同或相反的人進(jìn)行會談以期達(dá)成妥協(xié)或協(xié)議。C“說服”屬“影響力”能力項。談判技巧分析形勢；區(qū)分自己的想要與需要，也要區(qū)分對方的想要與需要；關(guān)注利益和問題，而非立場；索取多、給予少，但要符合實際；

當(dāng)你做出讓步時，要表現(xiàn)得好像你在讓出某些有價值的東西，而不是簡單放棄；一定要讓雙方都感覺自己贏了。雙贏是最好的談判風(fēng)格，但并非總能實現(xiàn)。如果可能，不要讓對方在離開時覺得自己被占了便宜；認(rèn)真傾聽，清晰溝通。19.

A

project

is

behind

schedule

and

overbudget.

The

root

cause

of

the

issue

is

that

theengineer

added

functionality

into

the

design,per

the

customer's

written

e-mail,

on

whichthe

project

manager

was

copied. Which

ofthe

following

could

have

prevented

this

isissue?A．Communication

planB．Risk

management

planC．Project

management

planD．Change

control

system19.

項目落后于進(jìn)度，并超出預(yù)算，問題的根本原因是工程師

根據(jù)客戶抄送給項目經(jīng)理的書面電子郵件在設(shè)計中添加了功能。下列哪一項可以預(yù)防該問題？A．溝通計劃

B．風(fēng)險管理計劃

C．項目管理計劃

D．變更控制系統(tǒng)答案：D考點：發(fā)生了變更要遵循變更控制流程，4.5變更流程整體變更控制流程1、提出變更2、核實記錄和評估3、上報CCB裁決4、批準(zhǔn)后實施5、記錄和更新相關(guān)文件20、Which

analysis

technique

is

used

to

determine

thebasic

underlying

reason

for

a

variance,defect

or

risk?A.

Root

cause

analysisB.

Schedule

baseline

analysisC.

Cost

variance

analysisD.

Problem

analysis20、若要確定偏差、缺陷或風(fēng)險的基本潛在原因，應(yīng)使用下列哪一項分析技術(shù)？A．根本原因分析

B．進(jìn)度基準(zhǔn)分析

C．成本偏差分析

D．問題分析答案：A考點：術(shù)語表-根本原因分析。另外一項根本原因可能引起多項偏差、缺陷或風(fēng)險。---21、After

a

long

and

frustrating

day,your

company

CEOfound

himself

circling

the

attendant’sbooth

at

the

adjacent

parking

garage

in

a

futile

attempt

tofind

his

way

out

of

the

building

(hislimousine

driver

had

taken

the

day

off).

He

approached

thebuilding

manager

the

next

day

and

said

he

would

havehis

staff

design

an

improved

system

for

vehicle

egressand

ingress.

You

are

theproject

manager

for

this

project.

You

decide

to

useflowcharting

toHelp

analyze

how

problems

occurShow

dependencies

between

tasksShow

the

results

of

a

processForecast

future

es？？？21、某天晚上下班的時候，由于司機休假，你們公司的

CEO不得不自己開車。但是他怎么也找不到出樓的路，加上他本來已經(jīng)比較疲憊了，所以他感到非常惱火。第二天就找人要改善本樓的出入系統(tǒng)，以方便大家進(jìn)出。而你正是這個出入系統(tǒng)的項目經(jīng)理，你決定用流程圖來做什么事情？A．幫助分析問題是如何出現(xiàn)的*B．表明任務(wù)之間的依賴關(guān)系

C．說明一個流程的結(jié)果

D．預(yù)測未來成果答案：A考點：8.1.2質(zhì)量規(guī)劃-工具-流程圖：作用：1、在質(zhì)量規(guī)劃中預(yù)測發(fā)生的質(zhì)量問題，以建立測試程序或處理方法。2、在質(zhì)量控制中，用它發(fā)現(xiàn)某些失效步驟，及識別潛在過程改進(jìn)機會。3、A不是因果圖：直觀地顯示各種因素與潛在問題或結(jié)果相聯(lián)系，分析問題可能的根本原因。B是排列活動順序22、A

project

manager

is

managing

his

second

project.Itstarted

one

month

after

the

first

and

both

are

ongoing.Though

his

first

project

is

small,this

one

seems

to

begrowing

in

size

every

day.As

each

day

passes,theproject

manager

is

beginning

to

feel

more

and

more

inneed

of

help.The

project

manager

has

recently

heard

that

there

was

another

project

in

the

company

last

yearthat

is

similar

to

his

second

project.What

should

he

do?A.

Contact

the

other

project

manager

and

ask

forassistance.B.

Obtain

historical

records

and

guidance

from

the

PMO.C.

Wait

to

see

if

the

project

is

impacted

by

the

growth

inscope.D.

Make

sure

the

scope

for

the

project

is

agreed

to

by

allthe

stakeholders.22、一項目經(jīng)理正在管理他第二個項目，第二個項目在第一個項目開始一個月后啟動，兩個項目同時進(jìn)行中。盡管第一個項目很小，但規(guī)模與日俱增。每經(jīng)歷一天，項目經(jīng)理就越加感到需要幫助。最近，項目經(jīng)理聽說去年公司某一項目和自己的第二個項目非常相似，項目經(jīng)理該如何做？A．聯(lián)系那位項目經(jīng)理尋求幫助。

B．從PMO處獲取歷史記錄及指導(dǎo)原則。答案：B考點：2.3項目關(guān)系人-PMO作用C．等待并確定項目是否會受到范圍擴大的影響

D．確保所有干系人同意項目范圍。哪項從宏觀和流程層面解決問題？23、Which

of

the

following

is

an

example

of

quality

control?A．Identify

quality

requirements

and

\

or

standards

for

theproject

and

productB．Determine

whether

the

work

is

continuously

improvingC．

mend

action

to

eliminate

the

root

causes

ofunsatisfactory

product

performanceD．Determine

whether

project

activities

comply

withorganizational

and

project

policies,

processes,

andprocedures23、下列哪一項屬于控制質(zhì)量的范疇？

A．確定項目和產(chǎn)品的質(zhì)量要求和|或標(biāo)準(zhǔn)

B．確定工作是否能持續(xù)改進(jìn)

C．提出措施建議，清除不合格產(chǎn)品性能的根本原因

D．確定項目活動是否符合組織和項目政策答案：C考點：A是規(guī)劃，B是保證，D是質(zhì)量審計，排除法答案C，而且尋找根本原因解決問題是質(zhì)量控制。8.3。考點：控制質(zhì)量。24、A

project

manager

discovers

that

a

work

package

hasbeen

completed

for

substantially

less

cost

than

planned.Which

of

the

following

is

NOT

among

the

first

things

toconsider

doing?A.

Make

sure

all

project

processes

were

followed.B.

Make

sure

the

right

resources

were

used.C.

Make

sure

all

the

work

was

done.D.

Identify

ways

to

increase

the

result.24、項目經(jīng)理發(fā)現(xiàn)，某一工作包實際花費比預(yù)算少很多。以下都是首先要考慮做的事情，除了：確保遵循了所有的項目流程。確保合理地使用了資源。確保所有工作已經(jīng)完成。識別增加結(jié)果的各種方法。答案：D考點：D。1、本題考察的是怎樣進(jìn)行偏差分析。做偏差分析的時候，應(yīng)該對照估算成本時所需考慮的各個因素。2、A,B,C分別從工作程序，資源，以及范圍基準(zhǔn)等方面對可能造成成本偏差的原因進(jìn)行考察，從而了解導(dǎo)致成本偏低的原因，并由此確定是否需要采取糾正措施。3、D是在了解了成本偏差根本原因的基礎(chǔ)上的經(jīng)驗總結(jié)。但不是首需考慮事情。25、Which

of

the

following

conflict

resolution

techniquesuncooperativeis

used

when

the

conflicting

parties

areand

unassertive?A.

WithdrawalB.

ConfrontationC.

CompromiseD.

Smoothing？？25、如果沖突雙方雖不配合但也不固執(zhí)，應(yīng)該使用下列哪一項沖突解決技術(shù)?A．回避

B．面對

C．妥協(xié)*D．緩解答案：C考點：9.4.2管理項目團(tuán)隊-工具-沖突解決5方法注意：1】看英文！2】方法與具體情況匹配！各讓一步！說明雙方?jīng)_突存在，但雙方都不強硬。5種沖突解決辦法

撤退/回避。從實際或潛在沖突中退出，將問題推遲到準(zhǔn)備充分的時候，或者將問題推給其他人員解決。緩和/包容。強調(diào)一致而非差異；為維持和諧與關(guān)系而退讓一步，考慮其他方的需要。妥協(xié)/調(diào)解。為了暫時或部分解決沖突，尋找能讓各方都在一定程度上滿意的方案。強迫/命令。以犧牲其他方為代價，推行某一方的觀點；只提供贏—輸方案。通常是利用權(quán)力來強行解決緊急問題。合作/解決問題。綜合考慮不同的觀點和意見，采用合作的態(tài)度和開放式對話引導(dǎo)各方達(dá)成共識和承諾。26、Stakeholders

can

be

identified

in

which

projectmanagement

process

groups?A.

Initiating,

planning,

executing,

monitoring

andcontrolling,

and

closingB.

Initiating

and

planningC.

Planning

and

monitoring

and

controllingD.

Monitoring

and

controlling

and

closing？26、在哪個項目管理過程組中識別干系人？A．啟動、規(guī)劃、執(zhí)行、監(jiān)控和收尾過程組*B．啟動和規(guī)劃過程組

C．規(guī)劃和監(jiān)控過程組

D．監(jiān)控和收尾過程組答案：A考點：13.1識別干系人-引言干系人帶來什么？支持或反對，機會和風(fēng)險。27.

A

project

manager

advises

the

project

sponsors

of

asignificant

project

cost

overrun.

The

sponsors

want

to

knowwhy

they

were

not

advised

earlier

of

this

situation.

Whatshould

the

project

manager

have

done

to

address

this

issueprior

to

the

sponsors'

feedback?A．Create

a

communication

plan

to

address

the

needs

of

theproject

stakeholdersB．Invite

the

project

sponsors

to

team

meeting

for

regularupdatesC．Add

contingency

to

the

project

budget

so

overspend

isabsorbed

into

project

costsD．Cut

back

on

project

resources

to

the

project

to

recovercost

overrun

as

a

matter

of

urgency考點：10.1.3.1?？键c：溝通管理計劃。執(zhí)行階段出現(xiàn)問題往往要在規(guī)劃找根本原因答案：A??27.項目經(jīng)理向項目贊助人通知了一項重大項目超支，贊助人想知道為什么沒有較早通知該情況。在贊助人反饋前，項目經(jīng)理本應(yīng)采取何種措施解決該問題

A．制定溝通計劃，處理項目利害關(guān)系者的需求*B．邀請項目贊助人參加團(tuán)隊會議進(jìn)行定期更新

C．將意外支出加入項目預(yù)算，從而將超支納入項目成本

D．消減項目資源以緊急彌補成本超支哪一選項就事論事，哪一選項計劃指導(dǎo)執(zhí)行？28.

The

project

team

met

the

project

timeline,

but

exceededthe

budget.

They

key

stakeholders

formally

accept

thedeliverables

and

the

project

team

completes

the

postmortemreview.

What

report

should

the

project

team

create?A．Project

management

reportB．Project

closure

reportC．Cost

and

profit

reportD．Final

status

report28.項目團(tuán)隊滿足項目工期，但卻超出預(yù)算。關(guān)鍵干系人正式驗收可交付成果，且項目團(tuán)隊完成了事后審查，項目團(tuán)隊?wèi)?yīng)該創(chuàng)建哪一份報告？A．項目管理報告

B．項目收尾報告

C．成本和利潤報告

D．最終狀態(tài)報告答案：B考點：4.6.3.2

項目或階段收尾文件?？键c：收尾文件/收尾報告。29.

A

project

manager

uses

a

schedule

network

analysistechnique

in which

a distribution

range

of

probableactivity

durations

is

defined

for

each

activity.

Whichof the

following

techniques

should

the

project

manageres

foruse

to

calculate

a

distribution

of

possiblethe

total

project?Resource

levelingMonte

Carlo

analysisCritical

Chain

techniqueCause

and

effect

analysis？29.項目經(jīng)理利用一種進(jìn)度網(wǎng)絡(luò)分析技術(shù)，為每項活動都定義了可能的活動工期分布范圍，項目經(jīng)理應(yīng)該使用下列哪一項技術(shù)來計算整個項目的可能結(jié)果分布？A．資源平衡

B．蒙特卡洛分析*C．關(guān)鍵鏈技術(shù)

D．因果分析答案：B考點：6.6.2.5

最常用的模擬技術(shù)是蒙特卡洛分析，它首先確定每個活動的可能持續(xù)時間概率分布，然后據(jù)此計算出整個項目的可能工期概率分布，考點：蒙特卡洛分析。30、A

manufacturer

is

experiencing

a

large

number

ofreturned

items

due

to

production

line

errors

and

defects.The

product

manager

suspects

that

the

root

causes

maybe

training

and/or

poor

inventory

purchasing

and

sortingprocesses.Which

to

should

be

utilized

to

determine

the

precise

rootcauses

of

the

production

problems?A.

Pareto

chartB.

HistogramC.

Quality

control

chartD.

Ishikawa

diagram30、由于生產(chǎn)線錯誤和缺陷,制造商正面臨大量產(chǎn)品退貨,產(chǎn)品經(jīng)理懷疑根本原因可能是培訓(xùn)和/或庫存采購和貨物分類流程較差，若要確定生產(chǎn)問題的準(zhǔn)確的、根本原因,應(yīng)使用下列哪一項工具?A．帕累托圖

B．直方圖

C．質(zhì)量控制圖

D．石川圖答案：D考點：8.3.2.1實施質(zhì)量控制：工具與技術(shù)-因果圖。31、Effective

communication

is

vital

for

project

success.Scope

changes,constraints,assumptions,integrationand

interface

requirements,overlapping

roles

andresponsibilities,and

many

other

factors

all

posecommunications

challenges.The

presence

ofcommunication

barriers

is

most

likely

to

lead

toA.

Reduced

productivityB.

Increased

hostilityC.

Low

moraleD.

Increased

conflict答案：D？31、有效的溝通對于項目的成功至關(guān)重要。范圍變更、限制條件、假設(shè)、整合與界面要求，重疊的角色和責(zé)任以及其它許多因素都對溝通提出了挑戰(zhàn)。溝通上的障礙很可能導(dǎo)致：*A．生產(chǎn)力下降

B．?dāng)骋庠鰪?/p>

C．士氣低落

D．沖突增加考點：PMI認(rèn)為溝通障礙會增加沖突。32、The

summary

milestone

schedule

and

summarybudget

have

just

been

determined.What

projectmanagement

process

group

are

you

in?A.

InitiatingB.

PlanningC.

ExecutingD.

Monitoring

and

controlling？？？32、已經(jīng)確定了總體(summary)里程牌計劃和總體預(yù)算，那么項目處于哪個管理過程組？答案：A考點：4.1.3項目章程-含總體里程牌計劃和總體預(yù)算，屬于啟動過程組。A．啟動*B．規(guī)劃

C．執(zhí)行

D．監(jiān)控“總體里程碑計劃和預(yù)算”在《項目章程》體現(xiàn)，制定項目章程屬哪過程？33、Which

of

the

following

is

used

in

definescope?A.

Product

analysisB.

Scope

baselineC.

WBS

dictionaryD.

Forecasts

and

inspection？33、下列哪一項用在定義范圍當(dāng)中?A．產(chǎn)品分析B．范圍基準(zhǔn)*C．WBS字典

D．預(yù)測和檢查答案：A考點：5.3定義范圍-工具與技術(shù)-產(chǎn)品分析近年P(guān)MP考題有偏細(xì)節(jié)，如考產(chǎn)品分析包括哪些技術(shù)？包括：產(chǎn)品分解、系統(tǒng)分析、需求分析、系統(tǒng)工程、價值工程、價值分析等。34、Onlarger

projects,

a

Responsibility

AssignmentMatrix(RAM)can

be

developed

at

various

levels.Which

optionexemplifies

the

RAM’s

levels?A.

High-level

can

define

a

project

team

guoupor

unie

is

responsiblefor

within

each

componentof

the

WBS,

while

lower-level

are

usedwithin

the

group

to

designate

roles,responsibilities,and

levels

ofauthority

for

specific

activities.B.

Lower

level

is

used

only

to

designate

levels

of

authorityforspecific

activities.C.

All

levels

are

used

to

designate

roles,

responsibilities,

and

levelsof

authority

for

specific

activities.D.

High

level

allows

a

person

to

see

all

activities

associated

withoneperson.答案：A考點：9.1.2。制定人力資源計劃-工具-可采用責(zé)任分配矩陣（RAM）顯示工作包或活動與項目團(tuán)隊成員之間的聯(lián)系。在大型項目中，可在多個層次上制定RAM34、在大型項目中,可在不同層次制訂責(zé)任分配矩陣(RAM)。下列那個選項體現(xiàn)了RAM的層次?A．高層次可定義項目團(tuán)隊中的各小組分別負(fù)責(zé)WBS

中的哪部分工作，而低層次則可在各小組內(nèi)為具體活動分配角色、職責(zé)和職權(quán)。

B．低層次僅可以用來指定特定活動的職權(quán)級別

C．所有層次都可以用來指定角色,職責(zé)以及特定活動的職權(quán)級別

D．高層次允許個人查看與其有關(guān)的所有活動BCD選項有僅僅、所有等絕對詞，一般為錯誤選項；而有一般、通常等相對詞多為正確選項責(zé)任分配矩陣35、"A

project

manager

gets

a

call

from

a

team

membernotifying

the

project

manager

that

there

is

a

variancebetween

the

speed

of

a

system

on

the

project

and

thedesired

or

planned

speed.The

project

manager

issurprised

because

that

performance

measurement

wasnot

identified

in

planning.If

the

project

manager

thenevaluates

whether

the

variance

warrants

a

response,theproject

manager

is

in

what

project

managementprocess?A.

InitiatingB.

ExecutingC.

Monitoring

and

controllingD.

Closing35、一團(tuán)隊成員電話告知項目經(jīng)理，稱某一系統(tǒng)的實際速度與預(yù)計速度存在偏差。項目經(jīng)理很吃驚，因為在計劃階段做績效衡量時沒發(fā)現(xiàn)此問題。如果項目經(jīng)理開始評估是否要對偏差作出應(yīng)對計劃時，項目經(jīng)理處于項目的哪個管理過程？A．啟動

B．執(zhí)行

C．監(jiān)控

D．收尾答案：C考點：3.6.1監(jiān)控項目工作這是糾正措施！36、Your

project

for

the

U.S.

Department

of

Energy

is

usingearned

value

analysis

as

a

performance

reporting

technique.Your

project

is

201%

complete.

Results

from

a

recent

earnedvalue

analysis

indicate

that

the

CPI

is.67

and

the

SPIis

.87.

In

this

situation,

you

should

Perform

additional

resource

planning,

add

resources,

anduse

overtime

as

needed

to plish

the

same

amount

ofbudgetedworkRebaseline

the

schedule,

then

use

Monte

Carlo

analysisConduct

a

risk

response

audit

to

help

control

risk

Update

to

Identify

Risks

,

Perform

Qualitative