PMP考试样题[含答案].pdf

project management professional （pmp） credential handbook 项项目管理专业资格目管理专业资格认认证证 2 pmp 认证考试样题 项目管理者联盟编制 pmp 认证考试样题 项目管理者联盟编制 1a manager has been given responsibility for a project that has the support from senior management. as a team member, you had a lot of disagreements with the manager on what the deliverables should be; your department was responsible for providing some key deliverables. what is the best option for you to take? a. request to senior management for staying away from the project b. provide the manager with what he needs c. tell your manager of your concerns to get his support d. discuss with the manager and tries to make your advice understood until you agree a solution 某个经理负责一个项目，该项目有来自高层管理的支持。作为项目组成员，你在该项目的若 干可交付成果的细节上与该项目经理存在不同意见， 你的部门负责提供其中的几个主要可交 付成果，你将采取下列步骤中的哪一项？ a. 向高层管理人员请求离开该项目 b. 按照项目经理的需要执行任务 c. 向你的经理通报你的关注以便得到他的支持 d. 与项目经理讨论，试图让他理解你的建议，直到达成一个你同意的解决方案 2you are working on a project that has been awarded by a public sector. your company received the down payment from the government authority for the research activities. you need to obtain the data from another research center, but your management already used the money for other purposes, and your project manager asks you to complete the report with incomplete data. you have to formally present your results to your ceo next week, based on this report, the client will pay the progress payment. in this situation, you should a. prepare a rough estimate based on your knowledge and complete the report b. explain in writing and in your oral presentation that you cannot complete the report because of the incomplete data c. use the report prepared by another organization even though you do not have the access to the raw data d. inform management that you need additional time, and ask for a formal extension 你目前正在一个公共部门授予的项目中工作， 而且公司已经接受了政府部门为某些研究工作 支付的预付款。为了开展研究，你需要来自另一个研究中心的数据，可是管理人员已经将这 部分的费用挪作它用， 并且项目经理要求你使用不完整的数据完成这份报告。 你必须于下周 3 向 ceo 正式提交研究结果，客户将基于这份报告支付进度款。在这种情况下，你应该： a. 依据你的知识准备一份粗略估算，并完成这份报告 b. 以书面和口头汇报的方式向有关人员解释你由于缺乏数据不能完成这份报告的理由 c. 采用其它组织准备的报告，虽然你无权获得这些原始数据 d. 向管理层报告，你需要更多的时间，要求予以正式延期 3the owner (buyer)of a project usually has the right to direct changes to the scope of work while the project work is being doing, often, the owner will orally request a change and insist that the change be initiated immediately without the normal documentation (e.g., a change order ). when the change is initiated without documentation,: a. the owner assumes all the responsibility for paying for the change although the owner may at a later time not want the change b. the owner assumes responsibility for one-hlf of the cost o the change until the documentation is completed and all at the same time c. the project manager assumes all risk for the change, if initiated until the documentation is received d. the project manager assumes only the risk of misinterpreting the owners oral change directive, while the owner assumes responsibility for paying for the requested change. 项目的执行过程中买方通常拥有权力改变项目的范围， 通常会以口头形式提出变更并坚持马 上实施，而没有正规的文档纪录。当变更执行但没有纪录时 a. 买方愿意为变更而产生的费用负责，但过了一段时间后又不想要这个变更了 b. 买方愿意承担一半的变更费用直到所有的文件都同时完成 c. 项目经理承担着所有因变更而产生的风险，直到接收到变更文件 d. 项目经理只承担由于误解了买方的请求而产生的风险， 同时买方承担所有因变更请求而 引发的费用 4zhang, the project manager, was working with two of the team members to resolve a conflict. although sun (one party) had withdrawn, and li (the other party) was attempting to compromise, the resolution was slow in coming. due to the negative impact a non-resolution would have on a critical milestone, which was quickly approaching, zhang brought the two together to face the issue. neither would work with zhang to resolve the issue. zhang finally listened to both sides and made a decision, which favored suns position more than lis. which forms of conflict resolution did zhang finally use to deal with the problem? a. confronting b. forcing c. smoothing d. confronting and forcing 张是项目经理，他的两位成员孙和李产生了矛盾。尽管孙准备放弃，李也愿意妥协，但是解 决问题的进展十分缓慢。紧接着的一个里程碑受到影响而无法完成。张把两人召集到一起， 4 但是两个人都不与张探讨解决的方法。 张倾听了两方面的意见随后做出倾向于孙的决定。 张 使用了怎样的方法来处理问题呢？ a. 面对问题 b. 强制式 c. 安抚式 d. 面对问题和强制式 5one of your employees is up for promotion. if the promotion is granted, the employee will be reassigned elsewhere causing a problem for you on your project. you can delay the promotion until your project is completed. you should: a. support the promotion but work with the employee and the employees new management to develop a good transition plan b. ask the employee to refuse the promotion until your project is completed. c. arrange to delay the promotion until the project is completed d. tell the employee that it is his responsibility to find a suitable replacement so that the project will not suffer. 你的项目组中有一个员工要被提升。如果提升的话，此人将被重新分配到别处，从而给你的 项目带来麻烦。你可以推迟对此人的提升直到项目结束。你应该： a. 支持提升该员工，但与此人以及他的新上司商量，研究出一个好的过渡计划 b. 要求此人拒绝提升，直到项目结束 c. 安排推迟对此人的提升，等项目结束之后再提升 d. 告诉他，他有责任找到一个合适的替代者，使项目不受影响 6as part of the contractor evaluation and bidding stage, the owner must assess the compatibility of the essential team members and consider making changes in personnel proposed by the contractor. it is the owners suggestion that the contractor remove potentially unqualified member of the implementation team. if you are the contractor, what are your obligations to the owners request? a. ignore the owners wishes and put who you think is qualified on the team even if the owner disagree b. meet the owner, discuss the qualification of the individuals in question, and negotiate whether to remove them or not c. it is common knowledge that any individual working on the project is the responsibility of only the contractor and no one else d. you know that the individual in question are qualified to perform the work, but you go ahead to replace him 在承包商评估和招标阶段， 客户对于承包方所提出的项目团队成员的能力提出质疑， 要求替 换不合格的人员。作为承包方，你将怎么办？ a. 不管客户的要求，把自己认为合格的人放入这个团对中 b. 会见客户，讨论受质疑人的能力问题，协商是否要替换他们 c. 这是个常识问题，选择谁在这个项目中工作是承包方的事，与其他人无关 5 d. 尽管你知道受质疑的人有能力承担这个工作，但是你依旧要把他给替换掉 7you are the project manager on a project that has a total slack of -20. what should you do first? a. use less experienced team members. b. request an extension of the project due date. c. acquire more resources for critical path tasks. d. fast track the project if overall project risk is already too high. 你是一个项目的项目经理，这个项目总时差为-20，你应该首先做什么？ a. 使用经验不太丰富的团队成员。 b. 要求延长项目完工日期。 c. 为关键路径获得更多的资源。 d. 如果整体项目风险已经很明显，快速跟进项目。 8the software development project is not going well. there are over 30 stakeholders, and no one can agree on the project objectives. one stakeholder believes the project can achieve a 30% improvement while another believes a 50% improvement is possible. the project manager thinks a 10% improvement is more realistic. what is the best course of action? a. move forward with the project and hope more information comes to light later to settle the issue. b. average the numbers and use that as the goal. c. perform a feasibility analysis. d. ask the sponsor to make the final decision. 一个软件开发项目进展不佳。这个项目有 30 多个干系人，他们当中没有一个人认可项目目 标。一个人认为该项目可以达到 30%的改进，而另一个人认为可能达到 50%。项目经理则 认为 10%更加现实。最佳的行动路径是什么？ a. 项目继续进展，希望以后获得更多的信息来解决这个问题。 b. 将所有数字进行平均，把结果作为目标。 c. 进行一项可行性分析。 d. 请项目投资人做最终决定。 9although your company is not the lowest bidder for a project, the client has come to expect good performance from your company and wants to award the contract to you. to win the contract the client asks you to eliminate your project management costs. the client says that your company has good project processes, and project controls unnecessarily inflate your costs. what should you do under these circumstances? a. eliminate you project management costs and rely on experience. b. remove costs associated with project team communications, meetings, and customer reviews. c. remove meeting costs but not the project managers salary. 6 d. describe the costs incurred on past projects that did not use project management. 尽管你的公司在一个项目的竞标中不是报价最低的， 但客户却认为通过你的公司可以获得好 的绩效， 想与你的公司签订合同。 为了赢得这个合同， 这个客户请你除去你的项目管理费用。 客户说你的公司有良好的项目程序，项目控制不见得会增加你的费用。在这种情况下，你应 该怎么样？ a. 去除你的项目管理费用，依赖经验。 b. 除去与项目团队沟通、会议和用户审核的费用。 c. 除去会议费用，但不能除去项目经理工资。 d. 详细说明在过去不使用项目管理的项目中发生的费用。 10early in the life of your project, you are having a discussion with the sponsor about what estimating techniques should be used. you want a form of expert judgment, but the sponsor argues for analogous estimating. it would be best to: a. agree to analogous estimating as it is a form of expert judgment. b. suggest life-cycle costing as a compromise. c. determine why the sponsor wants such an accurate estimate. d. try to convince the sponsor to allow expert judgment because it is typically more accurate. 在项目的生命周期早期， 你正在与项目发起人讨论关于应该使用哪种估算技术的问题。 你想 用专家判断形式，而项目发起人却要用类比估算法。最佳的解决方案是： a. 同意使用类比估算法，因为它是专家判断方式的一种。 b. 作为让步，建议用来生命周期成本计算法。 c. 确定项目发起人要求使用那种准确估算方法的原因。 d. 努力说服项目发起人同意使用专家判断法，因为它通常更加精确。 11a project manager has asked various stakeholders to determine a probability and impact of a number of risks. he then tasted assumptions and evaluated the precision of the risk data. he is about to move to the next step of risk management. based on this information, what has the project manager forgotten to do? a. evaluated trends in risk analysis. b. identified triggers. c. provide a standardized risk rating matrix. d. created a fallback plan. 项目经理已经要求多个项目干系人确定若干风险的概率和影响， 然后他进行了假设检验和风 险数据的精确度评估。他即将转到风险管理的下一个步骤。根据这一信息，项目经理忘记了 什么？ a. 评估风险分析的趋势。 b. 识别触发器 c. 提供标准化的风险评级矩阵。 d. 编制退却计划。 7 12a project manager for a large information technology-consulting firm is assigned to manage a software integration project for a large client. he was assigned after the schedule was already established. management at the client site responsible for the project explained to the project manager that the project duration was too long. changing market pressures required the project to be brought in one month earlier than scheduled. they have already reviewed the scope of the project and nothing can be cut. they explained to the project manager that if each task was cut by 10% in duration, that should accomplish the goal. what would be the most appropriate thing for: a. initiate change control processes, explain that the project schedule needs to stand, and review the risks involved. b. meet with the team and evaluate how each task can be cut by 10% to accomplish the goal. c. do more critical path tasks in parallel. d. meet with management to review the original project plan and discuss scope changes that would reduce project timeline. 一个大型 it 咨询公司的项目经理被分派去管理一个大客户的软件集成项目，此时，该项目 的进度计划已经完成。 客户方负责项目的管理层告诉这个项目经理项目的历时太长。 改变市 场压力需要项目经进度计划早一个月完成。 他们已经审核了项目范围， 没有任何东西可以砍 掉。他们解释说，如果每项任务历时都缩短 10%，就应该能达到这个目标。最恰当的做法 是： a. 启动变更控制过程，说明项目进度需要保持不动，并审核所涉及的风险。 b. 召开团队会议，评估如何将每项任务历时缩短 10%来达到目标。 c. 平行实施更多的关键路径任务。 d. 与管理层一起审核原始的项目计划并讨论可以缩短项目时间的范围变更。 13your boss, the vice president of research at your electronic system development firm, defines success on the project as providing “state-of-the-art” development. the vice president of marketing defines it as “world-class practices.” the vice president of engineering, who is the customer for this project, is primarily concerned with new features. which of the following best describes what you should do? a. make sure the requirements are defined in measurable terms. b. concentrate on new features. c. identify additional stakeholders that want new features to shift the balance in that direction. d. concentrate on making the project state-of-the-art. 你的老板，电子系统开发公司的研究副总裁把项目的成功定义为：提供“艺术级的”开发；市 场副总裁则把它定义为：世界级的惯例；而工程设计副总裁是这个项目的用户，他主要关心 的是新的特性。下列哪项最能表达你应该做的？ a. 确保对要求使用可测量的条件来定义。 b. 集中精力在新特性上。 8 c. 识别另外需要新特性的项目干系人，使平衡向新特性方向移动。 d. 集中精力把项目做成“艺术级的”开发。 14your company has a policy that only a certain hotel chain may be used for business travel. you discover that a more expensive hotel is offering a discount on the days you need to be in town. what should you do? a. ask your manager for permission to use the other hotel chain. b. contact the hotel chain to negotiate a better rate. c. use the companys hotel chain. d. provide justification on your expense report for using the other hotel chain. 你的公司有一项政策，即：出差时只能使用某一连锁饭店。你发现，在你出差的时候有一个 更好的饭店正在打折。你应如何做？ a. 请你的经理批准使用其它连锁饭店。 b. 与那个饭店联系，争取得到更好的价格。 c. 使用公司规定的连锁饭店。 d. 根据你的费用报告，提供使用其它连锁饭店的正确理由。 15company a hires company b to work on a project. company b then subcontracts part of the project to company c. one day the project manager from company a sees someone from company c doing work he/she feels is wrong. if the project manager from company a tells the person from company c to stop that work, what is the person from company c required by law to do? a. stop work immediately. b. ask him to sign a change order requesting the stop. c. process the earned value. d. continue work and ignore you. 公司 a 雇用公司 b 从事一个项目。公司 b 把项目的一部分分包给公司 c。一天，公司 a 的 项目经理觉得一个公司 c 的人做的工作是错误的。如果公司 a 的项目经理让公司 c 的这个 人停止工作，那么，根据法律，公司 c 的这个人需要做什么？ a. 立即停止工作。 b. 请公司 a 的项目经理签署一份停止工作的变更单。 c. 进行挣值分析。 d. 不理你，继续工作。 16a project team is trying to decrease risk on the project. the project sponsor has a good relationship with a seller who is experienced in areas that your company is not experienced in. the sponsor wants all tasks with a us $20,000 or higher risk to be transferred to the seller. the project sponsor believes that this will remove their impact from the project. why would this not be effective? a. working with sellers will add more than the us $50,000 of risk to the project. b. you would have to go through the contracting process. 9 c. the transference of a risk does not remove all impacts of the risk. d. the sponsors association with the seller is a conflict of interest for the project. 一个项目经理正在努力减小项目风险。 项目的发起人与一个卖方的关系很好， 而这个卖方所 擅长的领域正好是你的公司所不擅长的。发起人想将所有带有 20,000 美元或更高风险的任 务都转移给这个卖方。 该项目发起人认为这样将消除它们对项目的影响。 为什么这样是无效 的呢？ a. 与卖方一起工作将给项目增加多于 50,000 美元的风险。 b. 你将不得不仔细检查承包过程。 c. 风险的转移并不能消除风险对项目的全部影响。 d. 发起人与卖方的联合对于项目是一种利益冲突。 17while testing the strength of concrete poured on your project, you discover that over 35% of the concrete does not meet your companys quality standards. you feel certain the concrete will function as it is, and you dont think the concrete needs to meet the quality level specified. what should you do? a. change the quality standards to meet the level achieved. b. list in your reports that the concrete simply “meets our quality needs”. c. ensure the remaining concrete meets the standard. d. report the lesser quality level and try to find a solution. 在测试你项目上浇筑的混凝土强度时，你发现 35%以上的混凝土没有达到你公司的质量标 准。你能肯定即使这样，混凝土不会出现问题，并且你认为混凝土不需要达到规定的质量等 级。你应怎样做？ a. 更改质量标准，使其符合所达到的质量等级。 b. 在你的报告中列出，混凝土“达到我们的质量标准”。 c. 确保剩下的混凝土工程达到标准。 d. 报告实际情况，努力找出解决方案。 18a project is seriously delayed. earned value analysis shows that the project needs to be completed 10% faster than the work has been going. to get the project back on track, management wants to add 10 people to a task currently assigned to one person. the project manager disagrees, nothing that such an increase will not produce an increase in speed. this is an example of: a. law of diminishing returns. b. fast tracking. c. earned value. d. life-cycle costing. 一个项目严重延误。挣值分析显示，项目的工作速度需要比已完成工作的速度快 10%。为 了让项目回到进度上，管理层想给分配给一个人做的一项任务增加 10 个人。项目经理不同 意，认为这种人员的增加将不会产生速度的加快。这是一个_的例子。 a. 收益递减法则。 10 b. 快速跟进。 c. 挣值。 d. 生命周期成本计算。 19the carpeting subcontractor has, withou