PMP备考每日试题(221020)
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1、估算成本管理的工具与技术不包括:
A、项目管理信息系统
B、决策
C、成本汇总
D、类比估算
2、组织规划通过什么来影响项目∶
A、对项目的优先级排序
B、对项目的收益评价
C、对项目的管理方法
D、对项目经理的任命方式
3、敏捷项目的第三次迭代正在进行中。相关方对团队到目前为止所取得的进展并不满意。相关方与团队取得联系,并要求团队从现在起告知她他们正在进行的工作的状态。服务领袖应该如何回应?
A:邀请相关方参加每日站会、迭代审查和回顾
B:向相关方解释敏捷项目不鼓励进度监督
C:建议相关方定期审查信息发射源
D:向相关方提供绩效测量基准
The third iteration of an agile project is underway.A stakeholder is not happy with the progress the team made so far.The stakeholder approaches the team and requests that from now on the team informs her about the status of their work on an ongoing basis.How should a servant leader respond?
A.Invite the stakeholder to the daily standups,iteration reviews,and retrospectives
B.Explain to the stakeholder that agile projects discourage progress monitoring
C.Suggest that the stakeholder periodically reviews the information radiators
D.Provide the stakeholder with the performance measurement baseline
4、在项目期间,一名关键团队成员决定离开团队,由于需要替换该资源,项目经理应该怎么做?
A、立即发布职位空缺
B、查看资源管理计划
C、通知项目发起人
D、更新风险登记册
5、你是一家大型组织的主管,考虑从预测性项目管理方法逐步过渡到敏捷项目管理方法。你聘请了一家外部咨询公司来评估当前的做法,并提出最好的过渡方式。在观察你的组织几个月后,顾问提出了几个选择。你最不可能选择哪个选项?
A:以两到四周的迭代周期开发产品
B:将每日站会纳入团队的日常工作
C:使用每周会议跟踪项目进展
D:在每次迭代的末尾进行团队回顾
You are an executive in a large organization that considers a gradual transition from a predictive to the agile project management approach.You hire an external consulting company to evaluate the current practices and propose the best way for the transition.After observing your organization for several months,the consultant lays out several options.Which option would you least likely to select?
A.Developing the product in two-to four-week iterations
B.Incorporating daily standup meetings into the team's routine
C.Tracking the project progress using weekly meetings
D.Holding team retrospectives at the end of each iteration
(221019)答案
6、B
7、C
8、C
9、C
10、C