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当前位置：慧翔天地 > 新闻热点>PMP备考每日试题（200409）

PMP备考每日试题（200409）

慧翔天地

2020-04-09 11:42:32

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受疫情影响，慧翔天地目前面授班皆转为直播+录播形式进行授课，由于外专局公布取消六月份PMP考试报名，且PMP考试改版也推迟到2021年，因此九月份报名人数肯定是非常之多，毕竟少了一次考试，所以我们一定要提前报名，否则可能连英文报名都报不上了，届时只能参加12月考纲改版前的最后一次考试了。大家在注意自身安全的同时要密切关注慧翔天地官网，一旦6月份PMP考试时间进行了变动，小编会第一时间公布在官网。

每期慧翔天地小编都会附上10~15道PMP综合测试题，以帮助大家达到练习的效果，本期PMP试题答案会附加在下一期的结尾。大家如果想了解2020年PMP考试报考流程、报考时间、报考要求、PMP报考费用、PMP考试地点、PMP成绩查询、PMP报考资格测评等等均可访问站内进行了解。

　　171：在发起人批准项目后，任命了项目经理。项目经理应首先审查下列哪一项？

　　After a project is approved by the sponsor,a project manager is assigned.Which of the following should the project manager review first?

　　A：供应商合同

　　Vendor contracts

　　B：批准项目章程

　　Approved project charter

　　C：批准项目预算

　　Approved project budget

　　D：客户要求

　　Customer requirements

　　172：发现一个新技术项目中的复杂问题后，项目团队难以继续工作。项目经理促成一次团队会议识别可能的原因。项目经理使用什么技术？

　　After discovering a complex issue within a new technology project,the project team is having difficulty in continuing the work.The project manager facilitates a team meeting to identify the most possible cause.What technique should the project manager use?

　　A：鱼骨图

　　Fishbone diagram

　　B：控制图

　　Control chart

　　C：直方图

　　Histogram

　　D：帕累托图

　　Pareto diagram

　　173：在制定项目管理计划之前,应该确定下述哪项内容?

　　Which of the following should be determined before developing project management plan?

　　A：项目计划更新

　　Project plan updates

　　B：相关方技能和知识

　　Stakeholder skills and knowledge

　　C：工作授权系统

　　Work authorization system

　　D：制约因素和假设条件

　　Constraints and assumptions

　　174：高级管理层将项目经理分派到一个国际开发项目上。项目发起人提供文件，作为编制项目章程的依据。项目经理拥有工作说明书、合同、组织过程文件以及其它文件。项目经理下一步应该怎么做？

　　Senior management assigns the project manager to an international development project.The project sponsor provides documents as input to develop the project charter.The project manager has the statement of work,business case,contract,organizational process documents,as well as other documents.What should be the next stop for the project manager?

　　A：整理所有文件，将利用他们作为编制项目章程的依据

　　Consolidate all the documents and use them as input to the project charter.

　　B：将奖励集中在最重要的文件上，仅把这些文件作为依据

　　Concentrate on the most important documents and use only these documents as input

　　C：使用专家判断技巧，评估所有依据文件

　　Use the technique of expert judgment to assess all of the input documents

　　D：使用石川图来验证文件

　　Use an Ishikawa diagram to caudate the documents

　　175：由于另外一位项目经理离职，你接手了他的项目。你所在的公司是一个职能型的组织，不同部门之间互相充满敌意。你负责的这个项目是一个大型的项目，项目活动均是公司之前没有接触过的。你发现项目文件还是比较齐全，包括项目章程、项目管理计划和工作分解结构等等。项目进度和预算均在计划内。然而，团队会议上的气氛总是很紧张，与会者即兴的发言充分表明他们对项目非常不满。你和主要相关方评估了所有的主要项目文件，大家一致认为这些文件都还是很准确的，但这种举措似乎没有解决实际问题。出现此种问题的最佳原因应该为：

　　You have taken over a project from another manager who left the firm.This is a functional organization and the different units are often rather hostile to each other.The project is a large one involving activities that the organization has never done before.You find that the project has what appears to be adequate documentation,including an agreed-to project charter,project management plan,WBS,etc,The project is on schedule and within budget.However,the atmosphere in meetings with the project members often seems tense,and offhand comments made by participant seem to indicate a high level of dissatisfaction with the project.You review all of the major project documents with the key stakeholders and get agreement that they are still accurate,but this does not seem to solve the problem.What is the MOST likely explanation for this situation?

　　A：团队成员之间存在个性冲突，需要你来发现并给予解决

　　There are personality conflicts among the project team members that you need to uncover and resolve.

　　B：此项目没有一个有效的发起人，所以没有较高的优先级。

　　The project does not have an effective sponsor and thus is not viewed as a high priority.

　　C：相关方对项目的完成结果存在不同的期望。

　　Stakeholders have very different expectations about what the project is supposed to accomplish.

　　D：公司的组织结构及动因防碍了团队成员之间有效的协作。

　　The organizational structure and dynamics prevent people from working together effectively.

　　176：PMP所在公司打算成立一个PMO,其上司要求他们指导可能的新项目经理如何制定一份项目章程。PMP最适当回应是什么?

　　A PMP’s company is trying to establish a PMO.The PMP’s boss asks them to instruct possible new project managers on how to create a project charter.What will be the PMP’s MOST APPROPRIATE response？

　　A：表示同意。因为他们正在帮助发展项目管理的专业.

　　They agree because they are possible helping to develop the profession.

　　B：表示拒绝。因为在未获得组织许可的情况下,告知有关PMI的知识

　　是不道德的.

　　They decline because it would be unethical to talk about PMI knowledge without the organization’s permission.

　　C：表示拒绝。因为他们将会散播有关项目管理专业人员的保密信息.

　　They decline because they will be spreading confidential information about the project management profession.

　　D：表示同意。因为将会产生与承担此项活动有关的个人利益

　　They agree because there will be a personal gain associated with undertaking this activity.

　　177：项目发起人要求项目团队更改信息技术资源，为了确定如何继续项目，项目经理应参考哪一份文件?

　　A project sponsor requests the project team to change the information technology resources.To determine how to continue the project,which of the following documents should the project manager need?

　　A：变更管理计划

　　change management plan

　　B：资源计划

　　resources plan

　　C：风险管理计划

　　risk management plan

　　D：应急计划

　　contingency plan

　　178：项目经理向一家施工公司招标。该公司要求获得有关做什么，什么时候做以及由谁做等详细内容。项目经理应该向供应商提供下列哪一份文件？

　　The project manager bids for a construction company.The company asks for details about what to do,when to do it,and who to do it.Which of the following documents should the project manager provide to the supplier?

　　A：采购工作说明书

　　Procurement work Instructions

　　B：项目章程

　　Project Charter

　　C：项目管理计划

　　Project Management Plan

　　D：采购管理计划

　　Procurement management Plan

　　179：你的项目团队中有两名成员在过去几周的时间里一直在争论对于这个项目来说哪个项目管理软件最有效的问题，而你已经对他们的争论感到厌烦。因此，你决定要召集一次会议，借机看看他们能否在意见上求同存异，进而向着最佳的解决方案努力，并最终达成共识。你将使用下列哪种类型的争端解决方法？

　　Two of your team members have been arguing for the past several weeks about which project management software will work best for the project.You are tired of listening to them.So you decide to conduct a meeting to see whether they can reach consensus on the matter by identifying common points of agreement and striving for fair resolution.Which style of conflict resolution will you employ?

　　A：退步型

　　Withdrawal

　　B：缓和型

　　Smoothing

　　C：问题解决型

　　Problem solving

　　D：妥协型

　　Compromise

　　180：客户和供应商已经签署了一份合同，合同中约定了项目需求。由于对此类项目具有非常丰富的经验，项目经理指示计划编制团队绕过制订工作分解结构(WBS)这一过程，直接开始安排资源和任务。项目经理从计划中删掉了客户的其中一项需求，因为根据项目经理的经验认定这项需求是没有必要的。但是在项目进行到一半的时候，人工成本就已经超出预算30%了。下列哪个原因最有可能造成这种情况?

　　The customer and supplier have signed a contract stipulating the project requirements.Due to extensive experience on this type of project,the project manager instructs the planning team to bypass the development of a work breakdown structure(WBS)and begin scheduling resources and tasks.The project manager has dropped one of the customer’s requirements from the plan because the project manager’s experience has shown that it is NOT needed.Midway through the project,the labor costs exceed the budget by 30 percent.To what reason would this MOST likely be attributed?

　　A：未能成功使用参数估算技术

　　Failure to use parametric estimating techniques

　　B：未识别的工作没有列入预算

　　Unidentified work not being budgeted

　　C：未能成功使用非参数估算技术

　　Failure to use non-parametric estimating technique

　　D：有缺陷的缩减

　　Flawed contracting

PMP备考每日十题（200408）点击跳转

　　（200408）答案

　　161、正确答案：B

　　解析：选项A和D忽略了客户的最大利益。应已与其它变更命令一起解决了任何延期，所以选项C不对。正确的解决方法是和客户谈(选项B)。你也许还能赢得奖金并找到一个双方都同意的解决方法。想想告诉客户能带来的商誉。