PMP高頻錯(cuò)題訓(xùn)練20

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1.【單選題】1分|Akeyresourcerequirementforaprojectsubcontractorisatechnicalexpertonamanufacturingprocess.Duringtheearlystagesoftheproject，itbecomesclearthatthesubcontractor'sstaffhasinadequateexpertisetomeetthequalitystandards.Whatshouldtheprojectmanagerdo？

項(xiàng)目分包商的一位關(guān)鍵資源需求是一個(gè)制造過(guò)程的技術(shù)專家。在項(xiàng)目的早期階段，很明顯分包商的員工缺乏足夠的專業(yè)知識(shí)來(lái)滿足質(zhì)量標(biāo)準(zhǔn)。項(xiàng)目經(jīng)理應(yīng)該怎么做？

AUpdatetheriskregister.更新風(fēng)險(xiǎn)登記冊(cè)

BAppointasubjectmatterexpert(SME)toihcprojectteam為項(xiàng)目團(tuán)隊(duì)指定一名主題專家(SME)

CPerformaqualityauditofthesubcontractor.對(duì)分包商執(zhí)行質(zhì)量審計(jì)

DReviewthecontractforanyrelevantpenaltyclause.審查合同中的任何相關(guān)罰款條款

2.【單選題】1分|Asuppliercontinuouslydelayssubmittingstatusreportstotheprojectmanagementteam.Whatshouldtheprojectmanagerdo?

供應(yīng)商不斷延遲向項(xiàng)目管理團(tuán)隊(duì)提交狀態(tài)報(bào)告。項(xiàng)目經(jīng)理應(yīng)該怎么做？

ASendthesupplierawarningletterandwithholdpaymentstothem.向該供應(yīng)商發(fā)送一封警告信，并暫停向他們付款。

BModifyandchecktheprocurementmanagementplan.修改并檢查采購(gòu)管理計(jì)劃。

CSubmitarequesttochangethesupplier'sscope.提交請(qǐng)求以變更供應(yīng)商的范圍。

DDevelopariskresponseplan.制定風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃。

3.【單選題】1分|Alarge-scaleagileprojecthasbeenkickedofftobuildanewproject.Severalteamsareworkingsimultaneouslyonnewandenhancedfeatures.Theprojectmanagerfacesmajorscalingchallengestoensurethatthedifferentfeaturesarecreatedandworkinharmony.Whatshouldtheprojectmanagerdotoaddressthis?

一個(gè)制作新產(chǎn)品的大型敏捷項(xiàng)目已經(jīng)啟動(dòng)幾個(gè)團(tuán)隊(duì)正在同時(shí)開(kāi)展新功能和增強(qiáng)功能方面的工作。項(xiàng)目經(jīng)理面臨嚴(yán)重的擴(kuò)展挑戰(zhàn)，以確保不同功能的創(chuàng)建并協(xié)作，若要解決這種情況，項(xiàng)目經(jīng)理應(yīng)該做什么？

ADeliverthroughalargesprintofcollaborativework.通過(guò)大量協(xié)作工作進(jìn)行交付。

BUsethesameteamfordevelopment,integration,andtesting.使用相同的團(tuán)隊(duì)進(jìn)行開(kāi)發(fā)、集成和測(cè)試。

CDividetheworkacrossmultiplereleases.將工作劃分為多個(gè)版本。

DPerformsufficientup-frontplanningtomanageinterdependence.執(zhí)行充分的前期規(guī)劃以管理依賴關(guān)系。

4.【單選題】1分|AstakeholderinstructsaprojectmanagertotransferakeyresourcefromprojectA'steamtoprojectB'steam.Whatshouldtheprojectmanagerdofirst？

相關(guān)方指示項(xiàng)目經(jīng)理將項(xiàng)目A團(tuán)隊(duì)的一位關(guān)鍵資源調(diào)到項(xiàng)目B的團(tuán)隊(duì)，項(xiàng)目經(jīng)理首先應(yīng)該怎么做？

ANegotiatewiththestakeholdertousethekeyresource.與該相關(guān)方協(xié)商，以使用該關(guān)鍵資源.

B.Consultwithotherstakeholderstocountertheproposal.咨詢其他相關(guān)方以反駁該提議

CAssesstheimpactoftherequest，andissueachangerequest.評(píng)估該請(qǐng)求的影響，并簽發(fā)一項(xiàng)變更請(qǐng)求.

DProposecancelingtheprojectifthekeyresourcesisunavailable.如果該關(guān)鍵資源不可用，建議取消該項(xiàng)目.

5.【單選題】1分|ACEOannouncesanewprojectwithcostandtimeconstrainttargets.Thebusinesscaseisnotyetfinalized.Basedonexperience，theprojectmanagerfeelsstronglythatthesetargetswillnotbemet.Whatshouldtheprojectmanagerdotoensuretheproject'ssuccess?

首席執(zhí)行官宣布一個(gè)新項(xiàng)目，該項(xiàng)目具有成本和時(shí)間限制目標(biāo)，商業(yè)論證尚未最終確定。根據(jù)經(jīng)驗(yàn)，項(xiàng)目經(jīng)理強(qiáng)烈感覺(jué)將不能實(shí)現(xiàn)這些目標(biāo)。若要確保項(xiàng)目成功，項(xiàng)目經(jīng)理應(yīng)該怎么做？

ANegotiatewiththeprojectteamtocommittoworkinglonghours,andfasttracktheproject.與項(xiàng)目團(tuán)隊(duì)協(xié)商承諾長(zhǎng)時(shí)間工作，并快速跟進(jìn)該項(xiàng)目。

BMeetwiththeCEO,andhighlightwhatisachievable.與首席執(zhí)行官會(huì)面，并強(qiáng)調(diào)可以實(shí)現(xiàn)的目標(biāo)。

CRevisetheprojectchartertoaccommodatetheCEO'sexpectations.修改項(xiàng)目章程以適應(yīng)首席執(zhí)行官的期望。

DUpdatetheassumptionlogwiththeCEO'sassumptions.將首席執(zhí)行官的假設(shè)條件更新到假設(shè)日志中。

6.【單選題】1分|Beforeapprovingateammember'srequestforanurgentleave,aprojectmanagerneedstoensurethatscheduledactivitieswillnotbedelayed.Whatshouldtheprojectmanagerfirstreview?

在批準(zhǔn)一位團(tuán)隊(duì)成員的緊急請(qǐng)假請(qǐng)求之前，項(xiàng)目經(jīng)理需要確保計(jì)劃的項(xiàng)目活動(dòng)不會(huì)被延遲。項(xiàng)目經(jīng)理首先應(yīng)該審查哪份文件？

AResponsibilityassignmentmatrix(RAM)責(zé)任分配矩陣（RAM）

BResourcecalendars資源日歷

CResourcebreakdownstructure(RBS)資源分解結(jié)構(gòu)（RBS）

DProjectscheduleplan項(xiàng)目進(jìn)度計(jì)劃

7.【單選題】1分|Asupplieractivatestheprojectmanagerthat,tomeettherequestedspecifications,replacementofaspecificmaterialisrequired.Whatshouldtheprojectmanagertoensurethatthecostbaselineisunaffected?

供應(yīng)商建議項(xiàng)目經(jīng)理，為了滿足要求的規(guī)格，需要更換特定材料。為確保成本基準(zhǔn)不受影響，項(xiàng)目經(jīng)理應(yīng)該審查下列哪一項(xiàng)？

AManagementreserve管理儲(chǔ)備

BContingencyreserve應(yīng)急儲(chǔ)備

CCostforecast成本預(yù)測(cè)

DEarnedvalue(EV)analysis掙值（EV）分析

8.【單選題】1分|AserioushealthriskisreportedintheareawhereaprojectislocateLocalheathauthoritiesrequirethatteammemberslimittravelinandoutofthisareWhatshouldtheprojectmanagerdofirsttomanagetherisk?

據(jù)報(bào)告，項(xiàng)目所在地區(qū)存在嚴(yán)重的健康風(fēng)險(xiǎn)，當(dāng)?shù)匦l(wèi)生局要求限制團(tuán)隊(duì)成員進(jìn)出該地區(qū)。若要管理這個(gè)風(fēng)險(xiǎn)，項(xiàng)目經(jīng)理應(yīng)該做什么？

AUpdatetheriskregister.更新風(fēng)險(xiǎn)登記冊(cè)。

BPerformquantitativeandqualitativeriskanalyses.執(zhí)行定性和定量風(fēng)險(xiǎn)分析。

CAssesstheimpactontheproject.評(píng)估對(duì)項(xiàng)目的影響。

DInformtheprojectsponsor.通知項(xiàng)目發(fā)起人。

9.【多選題】1分|Ateammembershareswiththeirfunctionalmanagersomenegativedetailsabouttheperformanceofanotherteammemberthatwasdiscussedduringtheretrospective.Theprojectmanagerfindsoutaboutthisdiscussion.Whattwoactionsshouldtheprojectmanagertake?(Choosetwo)

一個(gè)團(tuán)隊(duì)成員和其職能經(jīng)理分享了一些回顧會(huì)上討論的關(guān)于另外一個(gè)團(tuán)隊(duì)成員表現(xiàn)的負(fù)面細(xì)節(jié)，項(xiàng)目經(jīng)理調(diào)查了這個(gè)討論。項(xiàng)目經(jīng)理應(yīng)采取哪兩項(xiàng)行動(dòng)？（選兩項(xiàng)）

AMeetwiththesponsortoreviewthesituation.與發(fā)起人會(huì)面審查當(dāng)前情況。

BMeetwiththeentireteamtoreviewthearoundrulesaboutsafeenvironments.和整體團(tuán)隊(duì)開(kāi)會(huì)來(lái)審查關(guān)于當(dāng)前安全環(huán)境的規(guī)則。

CContacttheteammember’sfunctionalmanagerandinvitethemtothenextretrospective.聯(lián)系團(tuán)隊(duì)成員的職能經(jīng)理并邀請(qǐng)他們參加下一次回顧會(huì)。

DContacttheteammembertoexplainwhatinformationcanbesharedoutsidetheteam.聯(lián)系團(tuán)隊(duì)成員并解釋哪些信息可以在團(tuán)隊(duì)之外分享。

EMeetwiththeproductownertotalkaboutthesituation.與客戶開(kāi)會(huì)討論當(dāng)前情況。

10.【多選題】1分|Afterthest