項(xiàng)目管理職業(yè)資質(zhì)認(rèn)證(pmp第六版)全真模擬試題(一)

1、項(xiàng)目管理職業(yè)資質(zhì)認(rèn)證（PMP）全真模擬試題（一）,2,1. As manager of your organization’s project office, you often must decide which projects will receive additional resources. You also recommend which projects should be initiated, continued, o

2、r cancelled. One way to help you make these decisions is toA. Determine an overall risk ranking for the projectB. Assess trends in quantitative risk analysis resultsC. Prioritize risks and conditionsD. Assess trends

3、in qualitative risk analysis results1.作為你們公司項(xiàng)目辦公室的經(jīng)理，你必須經(jīng)常判定哪些項(xiàng)目應(yīng)該得到額外的資源。你還要建議哪些項(xiàng)目應(yīng)該啟動(dòng)、繼續(xù)進(jìn)行或取消。有利于你做出這些決策的一個(gè)方法是A．為項(xiàng)目明確一個(gè)整體風(fēng)險(xiǎn)級(jí)別B．評(píng)估定量風(fēng)險(xiǎn)分析結(jié)果的趨勢(shì)C．對(duì)各種風(fēng)險(xiǎn)和條件進(jìn)行排序D．評(píng)估風(fēng)險(xiǎn)定性分析結(jié)果的趨勢(shì),1.2.3.6 組織級(jí)項(xiàng)目管理 (OPM) P16,項(xiàng)目管理辦公室可能會(huì)承擔(dān)整個(gè)組織

4、范圍的職責(zé)，在支持戰(zhàn)略調(diào)整和創(chuàng)造組織價(jià)值方面發(fā)揮重要的作用。PMO 從組織戰(zhàn)略項(xiàng)目中獲取數(shù)據(jù)和信息，進(jìn)行綜合分析，評(píng)估如何實(shí)現(xiàn)更高級(jí)別的戰(zhàn)略目標(biāo)的。PMO 在組織的項(xiàng)目組合、項(xiàng)目集、項(xiàng)目與組織考評(píng)體系（如平衡計(jì)分卡）之間建立聯(lián)系。,3,4.6 實(shí)施整體變更控制113,實(shí)施整體變更控制是審查所有變更請(qǐng)求、批準(zhǔn)變更，管理對(duì)可交付成果、項(xiàng)目文件和項(xiàng)目管理計(jì)劃的變更，并對(duì)變更處理結(jié)果進(jìn)行溝通的過(guò)程。本過(guò)程的主要作用是確保對(duì)項(xiàng)目中已記錄在案的

5、變更做綜合評(píng)審。,2. During the execution phase, marketing informs the sponsor that focus groups give the project mixed reviews and a minor change is required. The sponsor instructs the project manager to incorporate the change,

6、because it will not change the scope or budget.What should the project manager do next?A. Document the requested changeB. Assign responsibility for implementing the changeC. Communicate the change to the affected par

7、tiesD. Convene the team to evaluate the impact of the change.2. 在執(zhí)行階段，市場(chǎng)部通知項(xiàng)目發(fā)起人中心小組提供了看產(chǎn)品的混合審查，需要進(jìn)行細(xì)微變更，項(xiàng)目發(fā)起人指示項(xiàng)目經(jīng)理包含變更，因?yàn)樵撟兏粫?huì)改變范圍或預(yù)算。項(xiàng)目經(jīng)理接下來(lái)應(yīng)該怎么做？A. 記錄要求的變更。B. 為執(zhí)行變更分配職責(zé)C. 與受影響方溝通該變更D. 召集團(tuán)隊(duì)來(lái)評(píng)估變更的影響,4,3 . A new

8、, outsourced system implementation project is experiencing delays. The defined correction action to conduct critical path analysis and crash the schedule has proved ineffective. As a result, the schedule delay persists,

9、especially on testing activities. What should the project manager do?A. Add more resources, perform tasks in parallel, and allow overtime to further crash the schedule.B. Perform a reserve analysis to determine the cos

10、t impact of the delays.C. Analyze the task that is causing the delay, find the root cause, and perform corrective actions.D. Ask the procurement team to review the vendor contract agreement.3 .一個(gè)新的外包系統(tǒng)實(shí)施項(xiàng)目正在經(jīng)歷延期。定義的糾

11、正措施，即執(zhí)行關(guān)鍵路徑分析和對(duì)進(jìn)度計(jì)劃進(jìn)行趕工被證明無(wú)效。結(jié)果，進(jìn)度計(jì)劃延期繼續(xù)存在，特別是測(cè)試活動(dòng)。項(xiàng)目經(jīng)理應(yīng)該怎么做？A.增加更多資源，并列執(zhí)行任務(wù)，并允許加班，以便進(jìn)一步對(duì)進(jìn)度計(jì)劃趕工。B.執(zhí)行儲(chǔ)備分析，確定延期的成本影響。C.分析導(dǎo)致延期的任務(wù)，找到根本原因，并執(zhí)行糾正措施。D.要求采購(gòu)團(tuán)隊(duì)評(píng)審供應(yīng)商合同協(xié)議。,8.3.2.2 控制質(zhì)量工具-數(shù)據(jù)分析-根本原因分析 (RCA) P303,根本原因分析是確定引起偏差、缺陷或

12、風(fēng)險(xiǎn)的根本原因的一種分析技術(shù)。一項(xiàng)根本原因可能引起多項(xiàng)偏差、缺陷或風(fēng)險(xiǎn)。根本原因分析還可以作為一項(xiàng)技術(shù)，用于識(shí)別問(wèn)題的根本原因并解決問(wèn)題。消除所有根本原因可以杜絕問(wèn)題再次發(fā)生。,5,4. After identifying the occurrence of a risk with a negative impact to the project’s budget ，a project manager needs to determin

13、e if the remaining contingency allowance is enough . what tool or technique should be used？A．Reserve analysis B．Variance and trend analysisC．Contingency analysisD．SWOT analysis4.在識(shí)別對(duì)項(xiàng)目預(yù)算會(huì)產(chǎn)生負(fù)面影響的風(fēng)險(xiǎn)發(fā)生之后，項(xiàng)目經(jīng)理需要確定剩余的應(yīng)急

14、儲(chǔ)備是否足夠. 項(xiàng)目經(jīng)理應(yīng)該采用下列哪一項(xiàng)工具或技術(shù)？A．儲(chǔ)備分析B．偏差和趨勢(shì)分析C．應(yīng)急分析D．SWOT分析,11.7.2.1 監(jiān)督風(fēng)險(xiǎn)工具-數(shù)據(jù)分析-儲(chǔ)備分析 P457,在整個(gè)項(xiàng)目執(zhí)行期間，可能發(fā)生某些單個(gè)項(xiàng)目風(fēng)險(xiǎn)，對(duì)預(yù)算和進(jìn)度應(yīng)急儲(chǔ)備產(chǎn)生正面或負(fù)面的影響。儲(chǔ)備分析是指在項(xiàng)目的任一時(shí)點(diǎn)比較剩余應(yīng)急儲(chǔ)備與剩余風(fēng)險(xiǎn)量，從而確定剩余儲(chǔ)備是否仍然合理。,6,5. 天氣是一個(gè)眾所周知的會(huì)影響戶外節(jié)目成功的風(fēng)險(xiǎn)，節(jié)目前天氣預(yù)報(bào)預(yù)測(cè)未來(lái)

15、 10 天內(nèi)不會(huì)下雨，項(xiàng)目經(jīng)理接下來(lái)應(yīng)該怎么做？A.執(zhí)行風(fēng)險(xiǎn)審計(jì)B.修改風(fēng)險(xiǎn)保證矩陣C.通知相關(guān)方D.更新風(fēng)險(xiǎn)登記冊(cè),11.7.3.4 監(jiān)督風(fēng)險(xiǎn)輸出-項(xiàng)目文件更新-風(fēng)險(xiǎn)登記冊(cè) P458,監(jiān)督風(fēng)險(xiǎn)是在整個(gè)項(xiàng)目期間，監(jiān)督商定的風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃的實(shí)施、跟蹤已識(shí)別風(fēng)險(xiǎn)、識(shí)別和分析新風(fēng)險(xiǎn)，以及評(píng)估風(fēng)險(xiǎn)管理有效性的過(guò)程。監(jiān)督風(fēng)險(xiǎn)的過(guò)程中需要持續(xù)更新風(fēng)險(xiǎn)登記冊(cè)，風(fēng)險(xiǎn)登記冊(cè)記錄了在監(jiān)督風(fēng)險(xiǎn)過(guò)程中產(chǎn)生的關(guān)于單個(gè)項(xiàng)目風(fēng)險(xiǎn)的信息，可能包括添加新風(fēng)險(xiǎn)、更

16、新已過(guò)時(shí)風(fēng)險(xiǎn)或已發(fā)生風(fēng)險(xiǎn)，以及更新風(fēng)險(xiǎn)應(yīng)對(duì)措施，等等。,7,6. The project manager keeps a project log containing project information such as activity project, problem and risks. At the beginning of the project ,all relevant risk were classified and

17、entertain the project log. Toward the end of the project, a risk that was closed comes up again and delay the project by one month. This situation reoccurred because the project manager:A. Failed to communicate with pro

18、ject team membersB. Failed to distribute project team members project logC. Not to convene project progress meetingD. Not to perform risk assessment6. 項(xiàng)目經(jīng)理保留包含活動(dòng)項(xiàng)目，問(wèn)題和風(fēng)險(xiǎn)等項(xiàng)目信息的項(xiàng)目日志，項(xiàng)目開(kāi)始時(shí)，所有相關(guān)風(fēng)險(xiǎn)都被歸類(lèi)并記錄到項(xiàng)目日志中，到項(xiàng)目結(jié)束時(shí)，原先

19、已清除的風(fēng)險(xiǎn)再次出現(xiàn)，項(xiàng)目推遲一個(gè)月。這種情況重新發(fā)生是因?yàn)轫?xiàng)目經(jīng)理：A.未能與項(xiàng)目團(tuán)隊(duì)成員溝通B.未能將項(xiàng)目日志分發(fā)給項(xiàng)目團(tuán)隊(duì)成員C.沒(méi)有召開(kāi)項(xiàng)目進(jìn)度會(huì)議D.未執(zhí)行風(fēng)險(xiǎn)評(píng)估,11.7.2.3 監(jiān)督風(fēng)險(xiǎn)工具-會(huì)議-風(fēng)險(xiǎn)審查會(huì) P457,應(yīng)該定期安排風(fēng)險(xiǎn)審查，來(lái)檢查和記錄風(fēng)險(xiǎn)應(yīng)對(duì)在處理整體項(xiàng)目風(fēng)險(xiǎn)和已識(shí)別單個(gè)項(xiàng)目風(fēng)險(xiǎn)方面的有效性。在風(fēng)險(xiǎn)審查中，還可以識(shí)別出新的單個(gè)項(xiàng)目風(fēng)險(xiǎn)（包括次生風(fēng)險(xiǎn)），重新評(píng)估當(dāng)前風(fēng)險(xiǎn)，關(guān)閉已過(guò)時(shí)風(fēng)險(xiǎn)，討論風(fēng)

20、險(xiǎn)發(fā)生所引發(fā)的問(wèn)題，以及總結(jié)可用于當(dāng)前項(xiàng)目后續(xù)階段或未來(lái)類(lèi)似項(xiàng)目的經(jīng)驗(yàn)教訓(xùn)。該技術(shù)也叫“風(fēng)險(xiǎn)再評(píng)估”技術(shù)。,8,7. Management tells a project manager to subcontract part of the project to a company that management has worked with many times. Under these circumstances, the pr

21、oject manager should be MOST concerned about: A. making sure the company has the qualifications to complete the project. B. meeting management’s expectations of time. C. the cost of the subcontracted work. D. the ter

22、ms and conditions of the contract. 7. 管理層告訴項(xiàng)目經(jīng)理外包一部分項(xiàng)目給一公司，該公司與管理層合作過(guò)很多次。在這種情況下，項(xiàng)目經(jīng)理最應(yīng)該關(guān)心的是：A．確保該公司有資格完成該項(xiàng)目B．滿足管理層的時(shí)間預(yù)期C．外包工作的成本D．合同條款,12.2.1.3 實(shí)施采購(gòu)輸入-采購(gòu)文檔-供方選擇標(biāo)準(zhǔn)P485,第一件事應(yīng)該是這種情況是否道德，它是否違反公司的章程或法律。如果它不違反，那么最好檢查資格(選

23、項(xiàng) A)。比較而言，如果供方資格有問(wèn)題，則項(xiàng)目風(fēng)險(xiǎn)最大。,9,8. A project is made of three activities. Activity A is lasting for 5 weeks, activity B is lasting for 6 weeks, activity C is lasting for 7 weeks, the taxis is A-B-C. While, it will take 1

24、week for resource distribution of activity B, and activity C will start in one week after the beginning of activity B. What is the shortest time limit for this project?A. 12 weeks B. 13 weeks C. 14 weeks D. 16 weeks

25、8.一個(gè)項(xiàng)目由三個(gè)活動(dòng)組成。A 活動(dòng)歷時(shí) 5 周，B 活動(dòng)歷時(shí) 6 周，C 活動(dòng)歷時(shí) 7 周。活動(dòng)排序?yàn)?A-B-C。但是，活動(dòng) B 的資源分配要 1 周，C 在 B 活動(dòng)開(kāi)始 1 周后開(kāi)始。則該項(xiàng)目最短工期是多少？A. 12 周B. 13 周C. 14 周D. 16 周,6.3.2.2 排列活動(dòng)順序工具-確定和整合依賴關(guān)系 P191,資源的分配可否與A活動(dòng)并行呢？,10,9. Communications are often

26、 enhanced when the sender the receiver. A. speaks up to B. uses more physical movements when talking to C. talks slowly to D. shows concern for the perspective of 9. 當(dāng)信息發(fā)送者和信息接收者怎樣溝通時(shí)，溝通通常會(huì)得到提高。A．信息發(fā)送者是信息接收者的下屬B．

27、信息發(fā)送者使用更多肢體語(yǔ)言C．信息發(fā)送者慢慢的說(shuō)話D．信息發(fā)送者對(duì)信息接收者表示關(guān)心,溝通的層次理論,鮑威爾（Powell）認(rèn)為溝通大致分為五個(gè)層次：一般性的交談陳述事實(shí)的溝通分享個(gè)人的想法和判斷分享感覺(jué)和溝通的高峰。溝通的高峰（peak communication），方達(dá)到了心有靈犀層次。,11,10. Which of the following contract types requires the most co

28、mplete and accurate definition of the scope of work and requires the most preparation?A. Reimbursable with fixed feeB. Unit price contractC. Fixed price contractD. Time and material contract10. 下列哪種合同類(lèi)型要求具有最完整且定義最

29、精準(zhǔn)的工作范圍，并要求做好最周到的準(zhǔn)備？A. 固定費(fèi)加補(bǔ)償合同B. 單價(jià)合同C. 固定總價(jià)合同D. 工料合同,12.1.1.6 規(guī)劃采購(gòu)管理輸入-組織過(guò)程資產(chǎn)-合同類(lèi)型-總價(jià)類(lèi)合同 P471,固定總價(jià)合同（FFP）。FFP 是最常用的合同類(lèi)型。大多數(shù)買(mǎi)方都喜歡這種合同，因?yàn)椴少?gòu)的價(jià)格在一開(kāi)始就被確定，并且不允許改變（除非工作范圍發(fā)生變更）。因合同履行不好而導(dǎo)致的任何成本增加都由賣(mài)方負(fù)責(zé)。在 FFP 合同下，買(mǎi)方必須準(zhǔn)確定義要采購(gòu)

30、的產(chǎn)品和服務(wù)，對(duì)采購(gòu)規(guī)范的任何變更都可能增加買(mǎi)方的成本。,12,11. A global project has several undefined conditions. To understand the impact of What-if scenario and to plan the mitigation of the uncertainties, what technique should the project mana

31、ger use？A. What-if scenario analysisB. Sensitivity analysisC. Expected value analysisD. Decision analysis11. 一個(gè)全球項(xiàng)目有多個(gè)未定義條件。若要理解假設(shè)的影響，以及規(guī)劃如何減輕不確定性因素而產(chǎn)生的影響，項(xiàng)目經(jīng)理應(yīng)使用什么技術(shù)？A．假設(shè)情景分析B．敏感性分析C．預(yù)期價(jià)值分析D．決策分析,11.2.2.3 識(shí)別風(fēng)險(xiǎn)

32、工具-數(shù)據(jù)分析-假設(shè)條件和制約因素分析 P415,假設(shè)分析是對(duì)各種情景進(jìn)行評(píng)估，預(yù)測(cè)它們對(duì)項(xiàng)目目標(biāo)的影響（積極或消極的）。假設(shè)情景分析就是對(duì)“如果情景X出現(xiàn)，情況會(huì)怎樣？”這樣的問(wèn)題進(jìn)行分析，即基于已有的計(jì)劃，考慮各種各樣的情景。,13,12. A company wants to start a new product line. The following activities were identified by the pro

33、ject. Activity D was delayed due to the unavailability of a raw material. How many days of delay could the project manager absorb without delaying the project?A. 20 daysB. 10 daysC. 15 daysD. 0 days12.一家公司希望開(kāi)

34、始一個(gè)新的產(chǎn)品線。項(xiàng)目經(jīng)理確定了下列活動(dòng)。由于原材料短缺，活動(dòng)D延期。在不造成項(xiàng)目延期的情況下，項(xiàng)目經(jīng)理可以接受該活動(dòng)延期多少天？A．20 天B．10 天C．15 天D．0 天,6.3.2.1 排列活動(dòng)順序工具-緊前關(guān)系繪圖法 P189,CP: ABE TD：75天次CP：ACDETD：65天活動(dòng)D延期的可接受時(shí)間是10天,14,13. A project manager completes a pr

35、oject in a town where the company realized a loss of 100%.The project manager’s company is working on another project proposal in the same town and the management asks the project manager to come up with a rough estimate

36、 that the company can bid for the new project. The bidding must be completed within the next three days. Which of the following types of estimates should the project manager provide in this situation?A. AnalogousB.

37、ParametricC. Three-pointD. Reserve analysis13. 項(xiàng)目經(jīng)理完成了某個(gè)鎮(zhèn)上的一個(gè)項(xiàng)目，這個(gè)項(xiàng)目讓公司損失100%。項(xiàng)目經(jīng)理所在公司目前正在籌備同一個(gè)鎮(zhèn)上另一個(gè)項(xiàng)目的投標(biāo)建議書(shū)，管理層讓項(xiàng)目經(jīng)理提供粗略的估算，讓公司可以投標(biāo)該新項(xiàng)目。投標(biāo)必須在三天內(nèi)完成。在這種情況下，項(xiàng)目經(jīng)理應(yīng)提供下列哪一項(xiàng)估算類(lèi)型？A.類(lèi)比估算B.參數(shù)估算C.散點(diǎn)估算D.準(zhǔn)備金分析,7.2.2.2 估算成本

38、工具-類(lèi)比估算 P244,類(lèi)比估算是指以過(guò)去類(lèi)似項(xiàng)目的參數(shù)值（如持續(xù)時(shí)間、預(yù)算、規(guī)模、重量和復(fù)雜性等）為基礎(chǔ)，來(lái)估算未來(lái)項(xiàng)目的同類(lèi)參數(shù)或指標(biāo)。這是一種粗略的估算方法，有時(shí)需要根據(jù)項(xiàng)目復(fù)雜性方面的已知差異進(jìn)行調(diào)整。在項(xiàng)目詳細(xì)信息不足時(shí)，就經(jīng)常使用這種技術(shù)來(lái)估算項(xiàng)目持續(xù)時(shí)間。,15,14. 一個(gè)管道施工項(xiàng)目的項(xiàng)目分包商提議升級(jí)管道材料質(zhì)量，而這不會(huì)影響進(jìn)度或成本，這項(xiàng)材料變更已獲得批準(zhǔn)，應(yīng)使用下列哪一項(xiàng)來(lái)記錄這項(xiàng)變更？A.成本管理計(jì)劃B

39、.風(fēng)險(xiǎn)登記冊(cè)C.合同D.配置管理系統(tǒng),4.6 實(shí)施整體變更控制 P113,Configuration Management System. 配置管理系統(tǒng) 用于跟蹤項(xiàng)目參數(shù)和監(jiān)控這些參數(shù)變更的程序的集合。按照變更控制流程，使用配置管理系統(tǒng)來(lái)記錄已批準(zhǔn)的變更請(qǐng)求，配置管理系統(tǒng)中包括變更控制系統(tǒng)，配置管理系統(tǒng)是整個(gè)項(xiàng)目管理系統(tǒng)的一個(gè)子系統(tǒng)。它由一系列正式的書(shū)面程序組成，用于對(duì)以下工作提供技術(shù)和管理方面的指導(dǎo)與監(jiān)督：識(shí)別并記錄產(chǎn)品、成果、

40、服務(wù)或部件的功能特征和物理特征；控制對(duì)上述特征的任何變更；記錄并報(bào)告每一項(xiàng)變更及其實(shí)施情況；支持對(duì)產(chǎn)品、成果或部件的審查，以確保其符合要求。,16,15. A project team member is uncertain how their work is assisting in meeting objectives of the project. Which document will the project manager p

41、rovide to the team member in order to help them better understand their role on the project?A. Project communication planB. Resources planC. Project charterD. Project management plan15. 項(xiàng)目團(tuán)隊(duì)成員對(duì)他們應(yīng)該如何工作才能滿足項(xiàng)目目標(biāo)感到不確定

42、。為了讓團(tuán)隊(duì)成員更好的了解他們?cè)陧?xiàng)目當(dāng)中的角色，項(xiàng)目經(jīng)理應(yīng)該向團(tuán)隊(duì)成員提供哪份文件?A. 項(xiàng)目溝通計(jì)劃B. 資源計(jì)劃C. 項(xiàng)目章程D. 項(xiàng)目管理計(jì)劃,9.1.3.1 規(guī)劃資源管理輸出-資源管理計(jì)劃-角色與職責(zé) P318,作為項(xiàng)目管理計(jì)劃的一部分，資源管理計(jì)劃提供了關(guān)于如何分類(lèi)、分配、管理和釋放項(xiàng)目資源的指南。資源管理計(jì)劃可以根據(jù)項(xiàng)目的具體情況分為團(tuán)隊(duì)管理計(jì)劃和實(shí)物資源管理計(jì)劃。資源管理計(jì)劃可能包括：角色與職責(zé)。角色。在項(xiàng)目中

43、，某人承擔(dān)的職務(wù)或分配給某人的職務(wù)，如土木工程師、商業(yè)分析師和測(cè)試協(xié)調(diào)員。,17,16. At the end of the project, the buyer would like to close the procurements through its authorized contract administrator. What tools and techniques can the project manager use

44、to make sure all requirements for close procurements are met?A. procurement management planB. Lessons learned documentationC. Procurement auditsD. Seller performance evaluation documentation16. 在結(jié)束項(xiàng)目時(shí)，買(mǎi)方希望通過(guò)其授權(quán)的合同管

45、理者結(jié)束采購(gòu)，項(xiàng)目經(jīng)理可以使用哪項(xiàng)工具或技術(shù)來(lái)確保所有結(jié)束采購(gòu)中的要求都被滿足？A．采購(gòu)管理計(jì)劃B．經(jīng)驗(yàn)教訓(xùn)文件C．采購(gòu)審計(jì)D．賣(mài)方績(jī)效評(píng)估文件,12.3.2.5 控制采購(gòu)工具-審計(jì) P498,采購(gòu)審計(jì)是對(duì)合同和采購(gòu)過(guò)程的完整性、正確性和有效性進(jìn)行的審查。其目的是找出可供借鑒的成功經(jīng)驗(yàn)與失敗教訓(xùn)。,,18,17. As a result of changes in an organization’s structure，stak

46、eholder A takes on new responsibilities and steps down from the steering committee . stakeholder A’s replacement，stakeholder B, raises issues regarding the project’s business benefits. What should the project manager d

47、o first？A. Document the issue in the issue log and update the project benefits. B. Update the project management planC. Meet with the stakeholders，including the project sponsor D. Update the stakeholder register and

48、refer to the stakeholder management strategy17. 由于組織結(jié)構(gòu)的變化，相關(guān)方A承擔(dān)了新的責(zé)任，并已經(jīng)從指導(dǎo)管理委員會(huì)辭職. 相關(guān)方A替代者相關(guān)方B，提出與項(xiàng)目商業(yè)利益有關(guān)的問(wèn)題. 項(xiàng)目經(jīng)理首先應(yīng)該怎么做？A. 在問(wèn)題登記冊(cè)中記錄該問(wèn)題，并更新項(xiàng)目利益B. 更新項(xiàng)目管理計(jì)劃C. 與相關(guān)方會(huì)面，包括項(xiàng)目發(fā)起人D. 更新相關(guān)方登記冊(cè)，并參考相關(guān)方管理策略,13.1.3.1 識(shí)別相關(guān)方輸

49、出-相關(guān)方登記冊(cè) P514,識(shí)別相關(guān)方通常需在項(xiàng)目持續(xù)期間重復(fù)開(kāi)展，至少應(yīng)在每個(gè)階段開(kāi)始時(shí)，以及項(xiàng)目或組織出現(xiàn)重大變化時(shí)重復(fù)開(kāi)展。每次重復(fù)開(kāi)展本過(guò)程，都應(yīng)通過(guò)查閱項(xiàng)目管理計(jì)劃組件及項(xiàng)目文件，來(lái)識(shí)別有關(guān)的項(xiàng)目相關(guān)方。,19,18. An experienced project manager in a projective organization is approaching the project phase. What should

50、 the project manager do next?A．Check for a new multiyear project allocationB．Compare actual project performance against the original plan C．Inform the customer that the project will be closedD．Obtain acceptance from

51、the customer18. 在一個(gè)項(xiàng)目組織中經(jīng)驗(yàn)豐富的項(xiàng)目經(jīng)理接近項(xiàng)目的收尾階段。項(xiàng)目經(jīng)理接下來(lái)怎么做？A．核對(duì)一個(gè)為期多年新項(xiàng)目的項(xiàng)目分配B．將實(shí)際項(xiàng)目績(jī)效與原計(jì)劃對(duì)比C．通知客戶項(xiàng)目將會(huì)收尾D．獲得客戶的驗(yàn)收,4.7 結(jié)束項(xiàng)目或階段 P121,結(jié)束項(xiàng)目或階段是終結(jié)項(xiàng)目、階段或合同的所有活動(dòng)的過(guò)程。在結(jié)束項(xiàng)目時(shí)，項(xiàng)目經(jīng)理需要回顧項(xiàng)目管理計(jì)劃，確認(rèn)可交付成果已交付給客戶并已獲得客戶的正式驗(yàn)收，確保所有項(xiàng)目工作都已完成以及

52、項(xiàng)目目標(biāo)均已實(shí)現(xiàn)。,20,19. A project team for a toy company wants to reduce the costs by applying statistical sampling to the inspection process on some of the products. A sample of toys is randomly selected for inspection. During

53、 which of the following processes should the sample frequency and size be determined?A. Collect RequirementsB. Plan Quality ManagementC. Control QualityD. Perform Quality Assurance19. 一家玩具公司的項(xiàng)目團(tuán)隊(duì)希望將統(tǒng)計(jì)抽樣應(yīng)用到某些產(chǎn)品的檢查流程

54、中。隨機(jī)抽取玩具樣品進(jìn)行檢查。應(yīng)在下列哪一個(gè)過(guò)程中確定抽樣頻率和規(guī)模？A. 收集需求B. 規(guī)劃質(zhì)量管理C. 控制質(zhì)量D. 管理質(zhì)量,8.1.2.6 規(guī)劃質(zhì)量管理工具-測(cè)試與檢查的規(guī)劃 P285,在規(guī)劃階段，項(xiàng)目經(jīng)理和項(xiàng)目團(tuán)隊(duì)決定如何測(cè)試或檢查產(chǎn)品、可交付成果或服務(wù)，以滿足相關(guān)方的需求和期望，以及如何滿足產(chǎn)品的績(jī)效和可靠性目標(biāo)。,21,20. To identify analyze the project stakeholders

55、, the project manager prepares the stakeholder management strategy. Upon completion of the first draft. What should the project manager with the stakeholder analysis.A. Check if the project team has details that should

56、be added to the strategyB. Check with the sponsor for their approval of the strategyC. Check that the plan is complete and distribute it as part of the weekly status report to the key D. Check that the information is

57、correct and filter out sensitive information before sharing with stakeholders20. 為了識(shí)別和分析項(xiàng)目相關(guān)方，項(xiàng)目經(jīng)理制訂了相關(guān)方管理策略。完成初稿后，項(xiàng)目經(jīng)理應(yīng)該如何處理相關(guān)方分析？A. 查看項(xiàng)目團(tuán)隊(duì)是否有應(yīng)加到該策略的詳細(xì)內(nèi)容B. 與項(xiàng)目發(fā)起人一起查看，尋求他們對(duì)于該策略的批準(zhǔn)C. 檢查計(jì)劃是否完成，并將具體作為每周狀態(tài)報(bào)告的組成部分分發(fā)給關(guān)鍵相

58、關(guān)方D. 檢查信息是否正確，在于相關(guān)方分享之前，過(guò)濾出敏感系信息,13.2.3.1 規(guī)劃相關(guān)方參與輸出-相關(guān)方參與計(jì)劃 P522,相關(guān)方管理計(jì)劃，為有效調(diào)動(dòng)相關(guān)方參與而規(guī)定所需的管理策略。項(xiàng)目經(jīng)理應(yīng)該意識(shí)到相關(guān)方管理計(jì)劃的敏感性，并采取恰當(dāng)?shù)念A(yù)防措施。例如，有關(guān)那些抵制項(xiàng)目的干系人的信息，可能具有潛在的破壞作用，因此對(duì)于這類(lèi)信息的發(fā)布必須特別謹(jǐn)慎。,22,21. During the early stages of a complex

59、 project, the project manager receives a request to provide high-level requirements for a product. Where would the project manager find this information?A．Statement of workB．Project management planC．ContractD．Project

60、 charter21.在一個(gè)復(fù)雜的項(xiàng)目的早期階段，項(xiàng)目經(jīng)理受到一個(gè)請(qǐng)求，要為某產(chǎn)品提供宏觀要求，項(xiàng)目經(jīng)理可以從哪里獲得這個(gè)信息？A．商業(yè)文件B．項(xiàng)目管理計(jì)劃C．合同D．項(xiàng)目章程,4.1.3.1 制定項(xiàng)目章程輸出-項(xiàng)目章程 P81,項(xiàng)目章程是由項(xiàng)目啟動(dòng)者或發(fā)起人發(fā)布的，正式批準(zhǔn)項(xiàng)目成立，并授權(quán)項(xiàng)目經(jīng)理使用組織資源開(kāi)展項(xiàng)目活動(dòng)的文件。它記錄了關(guān)于項(xiàng)目和項(xiàng)目預(yù)期交付的產(chǎn)品、服務(wù)或成果的高層級(jí)信息,23,22. Due to an

61、 explosion at the factory of the company’s preferred supplier, the supplier tells informs the project manager that the ordered items for the project cannot be delivered in time, As these items can be easily replaced othe

62、r items, the project manager uses the second-best supplier as stated within the risk management plan. This is an example of which of the following?A. a contingency planB. a contingency allowanceC. a workaroundD. a fa

63、llback plan22. 由于爆炸發(fā)生的工廠是公司的首選供應(yīng)商，供應(yīng)商告訴項(xiàng)目經(jīng)理之前預(yù)定的那些貨物不能按時(shí)交付。幸虧其他貨物可以替換這些貨物，這樣項(xiàng)目經(jīng)理就使用此供應(yīng)商的貨物，這也是在之前的風(fēng)險(xiǎn)管理計(jì)劃中提到的。這個(gè)例子是下面的哪個(gè)呢？A. 一個(gè)應(yīng)急計(jì)劃B. 一個(gè)應(yīng)急津貼C. 一個(gè)可能的變通方法D. 后備計(jì)劃,11.6.1.2 實(shí)施風(fēng)險(xiǎn)應(yīng)對(duì)輸入-項(xiàng)目文件-風(fēng)險(xiǎn)登記冊(cè) P451,風(fēng)險(xiǎn)登記冊(cè)記錄了每項(xiàng)單個(gè)風(fēng)險(xiǎn)的商定風(fēng)險(xiǎn)應(yīng)對(duì)

64、措施，以及負(fù)責(zé)應(yīng)對(duì)的指定責(zé)任人。制定的風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃，通常稱為應(yīng)急計(jì)劃，其中包括已識(shí)別的、用于啟動(dòng)計(jì)劃的觸發(fā)事件。,24,23. A schedule performance index of less than 1.0 indicates that the A. Project is running behind the monetary value of the work it planned to accomplish B.

65、Earned value physically accomplished thus far is 100%C. Project has experienced a permanent loss of time D. Project may not be on schedule, but the project manager need not be concerned 23. 進(jìn)度績(jī)效指數(shù)低于 1.0 表示：A. 項(xiàng)目沒(méi)有完成

66、預(yù)定的工作B. 已取得的掙值達(dá) 100％C. 項(xiàng)目永久性地?fù)p失了一部分時(shí)間D. 項(xiàng)目可能沒(méi)有按照時(shí)間表執(zhí)行，但是項(xiàng)目經(jīng)理不必在意這個(gè)問(wèn)題,6.6.2.1 控制進(jìn)度工具-數(shù)據(jù)分析-掙值分析 P226,進(jìn)度績(jī)效指數(shù)（SPI）是測(cè)量進(jìn)度效率的一種指標(biāo)，表示為掙值與計(jì)劃價(jià)值之比，反映了項(xiàng)目團(tuán)隊(duì)完成工作的效率。有時(shí)與成本績(jī)效指數(shù)（CPI）一起使用，以預(yù)測(cè)項(xiàng)目的最終完工估算。當(dāng) SPI 小于 1.0 時(shí)，說(shuō)明已完成的工作量未達(dá)到計(jì)劃要求；

67、當(dāng) SPI 大于1.0 時(shí)，則說(shuō)明已完成的工作量超過(guò)計(jì)劃。公式：SPI = EV/PV。,25,24. Due to a lack of an employee training and proper production control, defects in a production run caused rework which cost the company $250,000. How much of this cost i

68、s directly attributable to the employees on the production line?A. $75,000B. $37,500C. $212,500D. $145,00024. 由于員工缺乏培訓(xùn)和適當(dāng)?shù)纳a(chǎn)控制，生產(chǎn)過(guò)程中發(fā)現(xiàn)了錯(cuò)誤需要返工解決。返工成本為$250,000。其中員工負(fù)有責(zé)任的成本為A. $75,000B. $37,500C. $212,500D. $145,0