PMBOK指南(第5版)章节习题集合

1、1A new project manager is planning a complex hardware installation project. The team consists of 13 people who are experts in their fields. The project manager does not want to micromanage the project. How far should he decompose the work?A. As small as possible because the work is complexB. As larg

2、e as possible because he is dealing with expertsC. To 1000-hour tasks because he is dealing with expertsD. To about 80-hour tasks because it will make the work less complex1. 一个新项目经理正在规划一个复杂的硬件安装项目。这个团队由13名成员组成，他们都是各自领域的专家。这个项目经理不想管理此项目所有细节。他需要将工作分解到何种程度？A 因为项目很复杂所以要尽可能细B 尽可能分解的要大，因为他在与专家们合作C 分解到100

3、0小时的任务，因为他在与专家们合作D 分解到80小时左右，因为这样可以减少工作复杂程度2The customer wants to make a major change to the scope of work when the project is mostly complete. The project manager should?A. Make the changeB. Inform the customer of the impact of the changeC. Refuse the changeD. Complain to management2. 项目快要完成时客户想对工作

4、范围作一大的变更。项目经理应该：A进行变更B将变更造成的影响通知客户C拒绝变更D向管理当局抱怨3. A client has asked you to add scope of work to the project. The project is under budget and a little ahead of schedule. What should you do?A. Approve the changeB. Let the client know the effects of the change on the projectC. Ask approval from the sp

5、onsor for making the changeD. Get approval from the configuration change board3. 客户要求你增加项目的工作范围，此项目在预算之内进度稍微提前。你应该做什么？A批准这个变更B让客户知道变更对项目的影响C请求项目投资人批准此变更D从配置管理委员会获得批准4The project is mostly complete. However, the customer wants to make a major change to the scope of work. The project manager should:A.

6、 meet with the project team to determine if this change can be made.B. ask the customer for a description of the change.C. explain that the change cannot be made at this point in the process.D. inform management.4. 项目大部分已完成，然而客户希望进行一个范围工作的大的变更，项目经理应该：A 会见项目团队确定是否进行此变更B 请客户描述变更内容C 说明在项目的这一点不能进行变更D 告知

7、管理层5A key attribute of validating scope is:A. Improved cost estimatesB. Customer acceptance of project effortsC. Improved schedule estimatesD. An improved project management information system5. 确认范围的一项重要特点是:A改进的成本估算B客户对项目所做工作的接受C改进的进度估算D完善的项目管理信息系统6.Validate ScopeA. Improves cost and schedule accur

8、acy, particularly on projects using innovative techniques or technologyB. Is the last activity performed on a project before handoff to the customer?C. Documents the characteristics of the product or service that the project was undertaken to createD. Differs from quality control in that validate sc

9、ope is concerned with the acceptance not the correctness-of the work results6. 确认范围A提高了成本与进度计划的准确性，尤其是在项目中利用创新技术或方法B项目在转交给客户之前所做的最后-项活动C对项目所承担创造的产品或服务的特性进行归档D与质量控制的不同之外在于确认范围关心工作结果的验收而非纠正7Project scope:A. is of concern only at the start of the projectB. is usually not a problem after the contract or

10、 other document authorizing the project has been approvedC. should be managed and controlled from project concept through close-outD. is mainly a problem to be handled by change control procedures during the project execution phase.7. 项目范围:A只是在项目开始时才加以考虑B在合同或其他项目授权文件被批准后通常就不成为问题了C应该从项目概念形成阶段到收尾阶段一直加

11、以管理与控制D主要是项目执行期间变更控制程序处理的一个问题8.At the end of a project, a project manager determines that the project has added four areas of functionality and three areas of performance. The customer has expressed satisfaction with the project. What dose this mean in terms of success of the project?A. The project

12、was an unqualified successB. The project was unsuccessful because it was gold platedC. The project was unsuccessful because the customer being happy means they would have paid more for the workD. The project was successful because the team had a chance to learn new areas of functionality and the cus

13、tomer was satisfied8. 某项目即将结束。项目经理确定该项目在产品功能方面增加了四项，在产品性能方面增加3项。顾客对此感到非常满意。从项目是否成功来看意味着什么？A. 该项目非常成功B. 因为该项目“镀金”，所以是个失败的项目C. 由于顾客将为产品功能的增加而付出更多的资金，所以项目不成功D. 项目团队有机会学习一些新的产品功能，并且顾客对产品表示满意，所以该项目是个成功的项目9A project manager is in the process of validating scope of a deliverable with the customer. What is

14、the MOST important thing the project manager should ensure?A. AccuracyB. TimelinessC. AcceptanceD. Completeness9. 项目经理在与客户进行某可交付成果的确认范围过程。下面哪项是项目经理应该确定的最重要的事情？A 正确程度B 时间符合要求C 接受D 完全10The process of creating a work breakdown structure results in?A. A project scheduleB. Team buy-inC. A project complet

15、ion dateD. A list of risks10.创建工作分解结构过程的结果是:A项目进度计划B团队意见统一C项目完成日期D风险清单11 Your customer asked you to perform some additional tasks that are not included in the formal contract.You should:A. acknowledge the request and advise the customer to submit a formal change requestB. accept the request as sign

16、of future business chanceC. rufuse the request and report to the project sponsorD. convenne a meeting of the project team and rewrite the project scope statemen11. 客户要求你实施一个正式合同不包括的任务，你应该：A. 了解这个请求，并建议客户提交一个正式的变更请求B. 作为将来业务机会的迹象，接受客户请求C. 否决请求并向项目发起人汇报D. 召集项目团队会议并重写项目范围说明书12. You are assigned as a pr

17、oject manager to lead a new quality improvement project. Management is asking for a plan. Which of the following should you create FIRST?A. Scope statementB. Quality planC. ScheduleD. Project plan12.你被分配为一个新的质量改进项目的项目经理。管理层要求创建一个计划。下面哪项你必须首先创建？A 范围说明书B 质量计划C 进度表D 项目计划13Scope decomposition involves s

18、ubdividing the major project deliverables into smaller pieces to:A. improve accuracy of estimates, define a baseline for performance, and to assist responsibilityassignments.B. provide more tasks to assign resources.C. provide the project duration, provide project control, and assign control charts.

19、D. assist in stakeholder assignment to project tasks.13. 范围分解通过将大的项目可交付成果分解为较小的组织部分以：A 改进估算的准确程度，定义项目绩效的基线，而且有助于职责分配B 准备更多的任务去分配资源C 提供项目历时，提供项目控制，分配控制图D 帮助向项目干系人分配项目任务14A key reason to use a work breakdown structure is toA. Organize the workB. Prevent work from slipping through the cracksC. Provide

20、a basis for estimating the projectD. All of the above14. 使用工作分解结构的主要原因是:A组织工作B避免工作因失去控制而拖延C为项目估计提供基础D所有上述选项15. A project manager is concerned abort the amount of gold plating that has been occurring on past project. All the following would not be of use in controlling gold plating EXCEPT:A.A staffin

21、g management plan.B.A project charter.C.A work breakdown structure dictionary.D.A risk management plan.15. 一个项目经理正在关心发生在过去项目的镀金量。除 以下（）都不用于控制镀金。A人员管理计划B项目章程C工作分解结构词典D风险管理计划16. The construction phase of a new software product is near completion. The next phase is testing and implementation. The proje

22、ct is two weeks ahead of schedule. What should the project manager be MOST concerned with before moving onto the final phase?A. Validate scopeB. Quality controlC. Report performanceD. Control cost16.一个新软件产品的构建阶段即将完工。下一个阶段是测试和执行。这个项目比进度计划提前了两周。在进入最后阶段之前，项目经理最应该关注什么？A确认范围B质量控制C绩效报告D成本控制17. You recentl

23、y finished working on a project team that required extensive overtime to meet a demanding schedule. Although the initial tasks involving computer design were a good fit for you, you also were required to produce numerous technical documents and to perform several programming tasks. The tasks involvi

24、ng technical documents and programming were not a part of your original assignment and were not in your area of expertise. You had to work many weekends and nights to get everything done. You wondered why you had to do the work and why it was not assigned at the beginning of the project. You are man

25、aging the companys next project and want to avoid a similar situation. Therefore, you should:A. Ensure that the WBS is detailed enough and that all the activities are defined insufficient detail.B. Use project management software that includes resource histograms and resourceleveling.C. Ensure that

26、all work efforts are traced back to the scope statement for scope verification.D. Use critical chain scheduling to account for possible unplanned events with itsemphasis on buffers.17. 你最近刚刚结束了一个项目的工作，这个工作要求你做大量的额外工作以按时完成任务。虽然起初的电脑设计工作很适合你，但是你同时要处理大量技术文档和复杂的编程工作。最初你进入到这个项目以后给你分配的工作并不包括准备技术资料和编程，而且这些

27、工作也不是你的专长，你不得不在周末和夜晚加班工作。你在疑问为什么自己要做这些工作，以及为什么一开始的时候没有分配好工作。你马上要开始管理公司的下一个项目，非常希望避免出现类似的情况，你应该：A. 确保工作分解结构足够详细，所有的活动都有详细地阐述B. 使用包含资源柱状图和资源平衡图的项目管理软件C. 确保所有的工作都与项目范围说明一致，以核实项目范围D. 利用关键链进度法来设置缓冲以包含那些未计划到的工作18Sponsor decreased the Project funding significantly. What is the alternative?A. Request to the

28、 sponsor for additional fundB. Reduce the scope to fit the budget.C. Due to the decreased fund, it is not possible to continue the project.D. Complete scope for available budget.18. 在项目发起人大量减少项目资金的情况下，下面哪种做法是正确的？A要求发起人额外增加资金B按照预算缩小范围C由于减少了资金，项目已经不可能继续执行D完成可用预算的范围19A WBS is BEST described as a tool f

29、or tracking:A. the schedule.B. resources.C. cost.D. scope.19. WBS被认为是跟踪_的最好的工具A. 进度B. 资源C. 成本D. 范围20.Your customer signed off on the requirements definition document and scope statement of your video game project last month. Today she requested a project scope change. She would like to make it an in

30、teractive game that can be played on a persons television and on a computer. This represents a scope change that, at a minimumA Modifies the projects agreed-upon scope as defined by the WBSB Results in a change to all project baselinesC Requires adjustments to cost, time, quality, and other objectiv

31、esD Results in a lesson learned20. 你在负责管理一个视频游戏的项目。 上个月客户已经签署项目需求说明和范围说明。 但是现在她提出了一项范围变更要求。 她希望把这个游戏做成一种在电视和电脑上都能玩的互动式游戏。 这种范围变更至少会表现在哪一个方面?A 修改工作分解结构己经确定的项目范围B 导致所有项目基线的变更C 需要对成本、 时间、 质量以及其他目标进行调整D 得到一个经验教训21A work package is aA. Deliverable at the lowest level of the WBSB. Task with a unique ident

32、ifierC. Required level of reportingD. Task that can be assigned to more than one organizational unit21. 工作包是:A最低层次工作分解结构的可交付成果B具有惟一标识的任务C报告的要求水平D可以被分配到一个以上组织单位的任务22. When training new project team members, you were asked what should be done during validating scope, your answer should be:A. Verify pr

33、oduct correctnessB. Create WBSC. InspectionD. Performance measurement22. 在培训新的项目团队成员时，项目团队成员问你确定范围应该怎么做，你的回答是：A. 核实产品的正确性B. 建立WBSC. 检查D. 绩效测量 23. System analysis/engineering, value engineering and value analysis are all examples of?A. Alternatives identificationB. Expert judgmentC. Product analysisD

34、. Validate Scope23. 系统分析/系统工程、价值工程和价值分析属于什么的例子？A. 替代方案识别B. 专家判断C. 产品分析D. 确认范围24. These two processes in the Controlling process group are performed in parallel to assure correctness and acceptance of the work. Which are they?A. Quality Assurance and Validate ScopeB. Quality Assurance and Control Sco

35、peC.Quality Control and Validate ScopeD. Quality Control and Control Scope24. 在控制过程中有两个过程同步进行以保证工作的正确性和验收，这两个过程分别是：A. 质量保证和确认范围B. 质量保证和控制范围C. 质量控制和确认范围D. 质量控制和控制范围25. Which of the following is an important input to validate scope?A. Verified deliverablesB. Historical informationC. Formal acceptanceD

36、. Change request25. 以下哪项是确认范围的重要依据？A. 核实的可交付成果B. 历史信息C. 正式验收D. 变更请求26Who rarely request changes to the project scope?A. Project managerB. Functional managersC. CustomerD. Sponor26. 谁对项目范围很少提出变更请求？A. 项目经理B. 职能经理C. 客户D. 发起人27. A deliverable fails to give expected results, but was formally accepted by

37、the customer. Which of the following best describes the activity involved?A. InspectionB. ReworkC. Quality auditD. Validate scope27. 一个可交付成果未能达到预期的结果，但是客户依然正式验收了。下述哪项最好地描述了这项活动？A. 检验B. 返工C. 质量审计D. 确认范围28. Just assigned as a Project Manager to a new petrochemical facility construction project and hav

38、e been given the completed project scope, you will first:A. Create a project plan using the WBS.B. Confirm that all the stakeholders have had input to scope of work.C. Form a team to create the procurement plan.D. Create a network diagram.28. 你刚刚被公司安排为一个新石油化工装置建设项目的项目经理。你拿到了完整的项目范围，首先你要：A. 用工作分解结构生成

39、项目计划B. 确认是否所有的项目利害关系者都对项目工作范围提供了依据C. 组成团队创建采购计划D. 制定网络图29. The project is completed and the final deliverable has been sent to the customer, but the customer refuses to give final acceptance on the project. It is most important for the manager to:A.Inform management of the situationB.Ask the team fo

40、r assistanceC.Document the situationD.Initiate legal proceedings29. 项目完成且日以继夜成果已交付客户，但客户拒绝签发最终验收报告。此时项目经理要做的最重要做的事是：A. 通知管理层B. 寻求团队的帮助C. 做好记录D. 采取法律行动 30. You are working on a project that is similar in scope to a project performed last year by your company. You might consider which of the following

41、?A. Using the previous projects alternatives identification as a templateB. Reusing the previous projects benefit/cost analysis as justification for this projectC. Using the previous projects WBS as a templateD. Reusing the previous projects product description when writing the scope statement30. 你正

42、在进行的一个项目和你公司去年进行的一个项目的范围是类似的。你可以考虑下列哪一项？A. 利用从前项目的方案识别作为模板B. 重复利用从前项目的效益/成本分析作为验证该项目的依据C. 利用从前项目的WBS作为模板D. 撰写范围说明书时重复利用从前项目的产品描述31 Validate scope should be done?A. At the end of the projectB. At the beginning of the projectC. During each phase of the projectD. Once during planning31.确认范围应该在( )A项目结束时

43、B项目开始时C项目每个阶段期间D计划编制期间进行一次32Which of the following is correct in regard to scope change control?A. Scope change control is never integrated with other control processes.B. Controlling cost is the most effective way of controlling scope.C. Scope change control must be integrated with other control pr

44、ocesses.D. Controlling schedule is the most effective way of controlling scope.32. 下面哪个关于范围变更控制的说法是正确的?A 范围变更控制从来都不需要和其它控制过程综合在一起B 控制成本是控制范围的一种有效的方式C 范围变更控制必须和其它控制过程综合在一起D 控制进度是控制范围的一种有效的方式33 The tool that provides a basis to identify the work that must be scheduled is theA. Master scheduleB. Budget

45、C. WBSD. Gantt chart33. 可以帮助我们明确有哪些工作必须计划的工具是:A 项目主进度表B 预算C 工作分解结构D 甘特表34The product scope is measured against the ( ),A. contractB. measure of successC. product requirementsD. scope baseline34. 产品范围以( )为标准进行测量。A合同B对成功的度量C产品需求D范围基线35Each item of the Work Breakdown Structure is assigned a unique iden

46、tifier. What is the name of this identifier?A. quality inspection identifier.B. Chart of accountsC. Project activity codeD. Code of accounts35. 工作分解结构的每一项都被分配了惟一的一个标识符。该标识符的名称是什么?A质量检查标识B会计科目表C项目活动编码D账户编码36() contains detailed descriptions of work packages.A. WBS DictionariesB. Scope of workC. Budge

47、t estimatesD. Cost estimates36. ( )包含了工作包的详细说明。A工作分解结构词典B工作范围C预算估计D成本估算37. All of the following are inputs into Create WBS EXCEPT:A. Work Breakdown Structure.B. Project scope statement.C. Requirements documentationD. Organizational process assets.37. 下面都是创建WBS这一过程的输入，除了：A. 工作分解结构B. 项目范围说明书C. 需求文件D.

48、组织过程资产38.You are asking R&D staffs to lower you sots but with the same exact scope of work. Your staff will firstly-A. offer to reduce the quality of the end product.B. Do a value engineering.C. Look at procuring less expensive resources.D. Do a cost/benefit analysis.38. 你要求你的研发人员在不改变工作范围的前提下降低你的成本。

49、你的研发人员将首先：A. 提议降低最终产品的质量B. 做一次价值工程C. 着眼于采购便宜些的资源D. 做一次成本/收益分析39The preparation of the scope baseline involves the:A. functional managers.B. project managerC. Project manager,PMO,functional team and project sponsor.D. project expediter.39. 准备范围基线需要下列哪些人员参与？A职能经理B项目经理C项目经理、PMO、职能团队和项目发起人D项目促进者40. Duri

50、ng the execution phase of the project, you realized the subcontractors are working with incomplete and different scope statements. As the project manager, what should you do FIRST:A. Check the work completed against the correct scope statements.B. Review the scope of work with the stakeholders.C. Do

51、cument the inconsistencies to management, calculating the cost of non-conformance.D. Stop all activities until the scope of work is complete.40. 在项目的实施阶段期间，你发现分包商在按照不完整并且不同的范围说明进行工作。作为项目经理，你应该首先做什么？A检查按照正确对待的范围说明完成工作B与项目干系人一起审核工作范围C用文件记录与管理不一致之处，计算不一致性的成本D在工作范围完整之前停止工作41. 下述关于WBS的说法，正确的是？A. 所有可交付成果有

52、相同的分解层次B. 所有可交付成果应该分解到最大层次C. 不同的可交付成果可以有不同的分解层次D. 所有可交付成果可以有不同的分解层次42. 当一名团队成员为工作包定义活动时，找到你说目前信息不足，不能分解成具体的活动。你指示该成员，把工作包分解到里程碑的水平。这体现了？A. 50-50规则B. 100%规则C. 滚动式规划D. 你关心团队成员43.在以下情形需要修订WBS：A. 定义了新的项目的可交付成果B. 分配了额外资源C. 项目限制因素被改变D. 定义了的依赖关系44. 在什么阶段会参考需求跟踪矩阵？A 启动B 执行C 收尾D 整个项目生命周期45You are having diff

53、iculty estimating the cost of a project. Which of the following BEST describes the most probable cause of your difficulty?A. Inadequate scope definitionB. Unavailability of desired resourcesC. Difficulty in schedulingD. Lack of adequate budget45. 在估算某个项目成本时遇到些困难。下面哪项最好的描述了出现这些困难的大多数原因？A 不充分的范围定义B 想要

54、得到的资源不可用C 进度规划中的困难D 缺乏足够的预算46. What is the WBS typically used for?A. To identify the logical person to be project sponsor.B. To organize and define the total scope of the project.C. To define the level of reporting the seller provides the buyer.D. As a record of when work elements are assigned to individuals.46. WBS典型的用途是？A. 去识别合适的项目出资人B. 组织和定义项目的所有范围C. 定义提供商提供给买主的包括的层次D. 在工作元素分配给个人的时间记录47.Starting from formal scope change request by an internal stakeholder,a project manager has taken scope ch