[PMP项目管理员资格认证考试密押题库与答案解析]PMP项目管理员资格认证考试模拟33

1、PMP项目管理员资格认证考试密押题库与答案解析PMP项目管理员资格认证考试模拟33PMP项目管理员资格认证考试密押题库与答案解析PMP项目管理员资格认证考试模拟33PMP项目管理员资格认证考试模拟33单项选择题问题:1. A number of tools and techniques are helpful in integrated change control, if you want to assess whether variances from the plan require corrective action, you should use _.A.Configuration

2、management softwareB.Project management information systemC.Project status review meetingsD.Performance measurement techniques答案:D解析 对绩效测量结果进行偏差分析，来评估偏离计划的原因和程度，这是绩效测评技术。问题:2. 大量的工具和技术对于整合变更控制的过程是非常有帮助的。如果你想评估偏离了原计划的项目是否需要矫正行为，你应该使用_。A.范围变更管理软件B.项目管理信息系统C.项目状态评估会议D.绩效测评技术答案:D解析 对绩效测量结果进行偏差分析，来评估偏离计划

3、的原因和程度，这是绩效测评技术。问题:3. A project manager completed a Monte Carle analysis against two scenarios that the project could encounter. One outcome has a 60% probability of costing $1 million, the other has a 40% probability of costing $3 million. What method is being used? _A.Delphi techniqueB.Expected mo

4、netary value analysisC.Quantitative risk analysisD.Qualitative risk analysis答案:B考点 考查预期货币价值的概念。问题:4. 项目经理针对项目可能会遇到的两个情景完成了蒙特卡罗分析。其中一个情景的结果是有60%的可能性会花费100万美元，另一个情景的结果是有40%的可能性会花费300万美元。这是使用了什么方法?_A.德尔菲法B.预期货币价值分析C.定量风险分析D.定性风险分析答案:B考点 考查预期货币价值的概念。问题:5. The change control board approves a change reque

5、st in a project scope. What should the project manager do next? _A.Update the project management planB.Communicate with the project teamC.Issue a change requestD.Close a project phase to review the project scope答案:A解析 根据变更控制流程，变更被批准后，项目经理应该更新项目管理计划。问题:6. 变更控制委员批准了一个项目范围变更，项目经理接下来应该怎么做?_A.更新项目管理计划B.与

6、项目团队沟通C.签发变更请求D.结束项目阶段，审查项目范围答案:A解析 根据变更控制流程，变更被批准后，项目经理应该更新项目管理计划。问题:7. To meet the schedule, a decision was made to outsource part of a project to an external manufacture. What steps should a project manager follow to assess potential suppliers before awarding a contract? _A.Bidder conferences, in

7、dependent estimate, and procurement negotiationsB.Quantitative analysis, bidder conferences, and critical path analysisC.Procurement negotiations, independent estimate, and performance reportD.Procurement performance review, expert judgment and proposal evaluation technique答案:A考点 考查实施采购的工具。解析 实施采购的工

8、具包含投标人会议，独立估算和采购谈判。问题:8. 为了满足进度要求，决定将一部分项目外包给外部制造商。在授予合同之前，项目经理应该遵循哪些步骤来评估潜在供应商?_A.投标人会议，独立估算和采购谈判B.定量分析，投标人会议和关键路径分析C.采购谈判，独立估算和绩效报告D.采购绩效审查，专家判断和建议书评估技术答案:A考点 考查实施采购的工具。解析 实施采购的工具包含投标人会议，独立估算和采购谈判。问题:9. A project team considers whether they can accomplish a particular task or if they should secure

9、 it from an outside source. What is this technique known as? _A.Expert judgmentB.What-if scenario analysisC.Make-or-buy-analysisD.Hammock activity答案:C考点 考查自制或外购分析的适用场景。问题:10. 项目团队正在考虑他们是否能够完成某个特定任务或者他们是否应该从外部来源获取，这项技术称作什么?_A.专家判断B.假设情景分析C.自制或外购分析D.汇总活动答案:C考点 考查自制或外购分析的适用场景。问题:11. Which document must

10、 be revised if an approved change affects the work breakdown structure, scope, and/or schedule _.A.Project management planB.Project charterC.Quality managementD.Resource management plan答案:A解析 项目管理计划包含了工作分解结构、范围管理和/或进度管理，所以选A。问题:12. 如果批准的变更影响到工作分解结构、范围和/或进度，则必须更新下列哪一份文件?_A.项目管理计划B.项目章程C.质量管理计划D.资源管理计

11、划答案:A解析 项目管理计划包含了工作分解结构、范围管理和/或进度管理，所以选A。问题:13. A project manager is assigned to a multiyear project. During creation of the work breakdown structure(WBS), the project team is unable to decompose some of the phases that will occur during later stages of the project. What should the project manager d

12、o? _A.Conduct rolling wave planning when appropriateB.Return to the requirements gathering stageC.Estimate WBS decomposition for those phasesD.Reduce the project scope答案:A考点 考查滚动式规划。问题:14. 项目经理被任命管理一个为期多年的项目。在创建工作分解结构(WBS)过程中，项目团队无法分解将在项目后期发生的某些阶段。项目经理应该怎么做?_A.适当的时候，开展滚动式规划B.回到需求收集阶段C.为这些阶段预估WBS分解D.

13、减少项目范围答案:A考点 考查滚动式规划。问题:15. The customer has given a list of requirements to the project manager. After reviewing the list, the project manager coordinates a meeting in order to present the list to key stakeholders and to present information from a similar recently closed project file. This type of

14、meeting is part of what process? _A.Initiating a projectB.Closing a projectC.Administering procurement managementD.Defining a WBS答案:A解析 收到需求清单后开会讨论，是需求分析工作，属项目启动阶段。问题:16. 客户向项目经理提供了一份需求清单，看完该清单后，项目经理安排了一次会议，向关键项目干系人介绍清单内容，并展示最近刚收尾的类似项目文件信息。此类会议属于下列哪个过程的组成部分?_A.项目启动B.项目收尾C.行政采购管理D.定义WBS答案:A解析 收到需求清单后

15、开会讨论，是需求分析工作，属项目启动阶段。问题:17. While creating the project charter, a key stakeholder does not offer any input. The project manager repeatedly asks the stakeholder to provide the necessary input to complete the high-level requirements. Despite the project managers efforts, the situation does not improve

16、. What should the project manager do next? _A.Remove the stakeholder from the stakeholder listB.Assume the requirements together with the project teamC.Add the missing input as a risk to the high-level risk descriptionD.Escalate the issue to the project sponsor答案:C解析 根据题意，干系人意见缺失是一种风险，应该加以识别，并记录到风险登

17、记册中，所以选C。问题:18. 制定项目章程时，一名关键项目干系人没有提供任何意见。项目经理反复请该项目干系人提供必要的意见，以便完成宏观需求。虽然项目经理努力了，情况却没有得到改善。项目经理接下来应该怎么做?_A.将该干系人从干系人登记册中删除B.与项目团队假定需求C.将缺失意见作为一项风险，添加到主要风险描述中D.将该问题上报给项目发起人答案:C解析 根据题意，干系人意见缺失是一种风险，应该加以识别，并记录到风险登记册中，所以选C。问题:19. The work breakdown structure can be thought of as an effective aid for co

18、mmunications for _A.teamB.project managerC.customerD.stakeholder答案:D解析 团队、项目经理、客户都属于干系人，但干系人却不限于是团队、项目经理和客户，而WBS可以作为所有干系人沟通的工具，所以选D。问题:20. 工作分解结构可以作为_沟通的有效辅助工具。A.团队B.项目经理C.客户D.干系人答案:D解析 团队、项目经理、客户都属于干系人，但干系人却不限于是团队、项目经理和客户，而WBS可以作为所有干系人沟通的工具，所以选D。问题:21. What is the goal of a quality audit on a proje

19、ct? _A.Deliver higher quality products for the same priceB.Rate the quality of a processC.Identify inefficient and ineffective processesD.Report project quality to the sponsor答案:C解析 既然是审计，那就是事后所做的事情，肯定不对事情本身产生影响，所以A不对；B是质量审计的结果不是目的；质量审计的结果可以报告给发起人，这可以是质量审计的一个用途但却不是质量审计的目的，所以D不对。问题:22. 项目质量审计的目标是什么?_

20、A.以同样的价格提供更高质量的产品B.对过程的质量评级C.识别低效和无效的过程D.将项目质量报告给发起人答案:C解析 既然是审计，那就是事后所做的事情，肯定不对事情本身产生影响，所以A不对；B是质量审计的结果不是目的；质量审计的结果可以报告给发起人，这可以是质量审计的一个用途但却不是质量审计的目的，所以D不对。问题:23. What is the duration of a milestone? _A.Shorter than the duration of the longest activityB.Shorter than the activity it representsC.There

21、 is no durationD.Same length as the activity it represents答案:C解析 里程碑只标志事件不消耗资源。问题:24. 里程碑持续时间_。A.比最长活动的持续时间短B.比它代表的活动的持续时间短C.没有持续时间D.与它代表的活动的持续时间相同答案:C解析 里程碑只标志事件不消耗资源。问题:25. You have just joined the project management office after five years of working on projects. One of the things you want to int

22、roduce to your company is the need to do WBS. Some of the project managers are angry that you are asking them to do extra. Which of the following would be the BEST thing you could tell the managers to convince them to use WBS? _A.Tell them it will prevent work from slipping through the cracksB.Tell

23、them that it is not neededC.Tell them it is required if the project involves contractsD.Tell them it is the only way to identify risks答案:A解析 WBS是基于可交付成果来制作的，所以可避免工作疏漏，所以选A。问题:26. 因为你有五年的项目管理经验，因此你被调到项目管理办公室工作。你向公司介绍的第一件事情就是制作WBS的重要性。一些项目经理很生气，因为你在要求他们做“额外工作”。你该如何说服项目经理使用WBS?_A.告诉他们WBS可以避免工作遗漏情况发生B.告

24、诉他们不需要使用WBSC.告诉他们如果项目涉及合同，则需要WBSD.告诉他们WBS是识别风险的唯一方法答案:A解析 WBS是基于可交付成果来制作的，所以可避免工作疏漏，所以选A。问题:27. You are managing a project to develop a soy-based, lactose-free, magnesium-rich nutritional drink for the over 50 market. You have recently heard that the client calls your progress reports the Code of Ha

25、mmurabi because they seem to be written in hieroglyphics and are completely indecipherable to all but an Egyptologist. This situation could have been avoided by _.A.Informing the client at the start of the project of the types of reports they will receiveB.Using risk management techniques to identif

26、y client issuesC.Hiring an expert report writer to prepare standard reportsD.Engaging in communications planning答案:D解析 要避免沟通的问题，当然是要通过精心编制的沟通计划。问题:28. 你在管理一个项目，该项目开发一种以大豆为原料、不含乳糖、富含镁的高营养饮料。该产品针对的是50岁以上的用户。你最近听说你的客户将你们的项目进度报告称为“汉莫拉比法典”，因为它们看起来是用象形文字书写的，只有埃及人才能读懂。这种情况可以通过以下哪种方法避免?_A.在项目开始的时候就通知客户报告将采用

27、的形式B.运用风险管理技术识别来自客户方面的风险C.雇佣一名专业报告撰写人员准备标准化的报告D.进行沟通计划答案:D解析 要避免沟通的问题，当然是要通过精心编制的沟通计划。问题:29. 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 accomplishB.Earned value physically accomplished thus far is 100%C.

28、Project has experienced a permanent loss of timeD.Project may not be on schedule, but the project manager need not be concerned答案:A考点 考查进度绩效指标的概念。问题:30. 进度绩效指数低于1.0表示_。A.项目没有完成预定的工作B.己取得的挣值达100%C.项目永久性地损失了一部分时间D.项目可能未按时间表执行，但项目经理不必在意答案:A考点 考查进度绩效指标的概念。问题:31. A project team member is uncertain how th

29、eir work is assisting in meeting objectives of the project. Which document will the project manager provide to the team member in order to help them better understand their role on the project? _A.Project communication planB.Human resources planC.Project charterD.Project management plan答案:B解析 人力资源计划

30、是关于如何定义、配备、管理以及最终遣散项目人力资源的指南。问题:32. 项目团队成员对他们的工作如何助力于项目目标的达成感到不确定。为了让团队成员更好地了解他们在项目当中的角色，项目经理应该向团队成员提供下列哪份文件?_A.项目沟通计划B.人力资源计划C.项目章程D.项目管理计划答案:B解析 人力资源计划是关于如何定义、配备、管理以及最终遣散项目人力资源的指南。问题:33. Which of the following are generally better illustrated by bar charts than network diagrams? _A.Logical relatio

31、nshipsB.Critical pathsC.Resource trade-offsD.Progress or status答案:D解析 甘特图用来表示活动与时间的关系，用以说明活动的进度状态。问题:34. 和网络图相比，甘特图能更好地表现_。A.逻辑关系B.关键路径C.资源平衡D.进展及状况答案:D解析 甘特图用来表示活动与时间的关系，用以说明活动的进度状态。问题:35. Two project managers have just realized that they are in a weak matrix organization and that their power as pr

32、oject managers is quite limited. One figures out that he is really a project expediter and the other realizes he is really a project coordinator. How is a project expediter different from a project coordinator? _A.The project expediter can not make decisionsB.The project expediter can make more deci

33、sionsC.The project expediter reports to a higher-level managerD.The project expediter has some authority答案:A解析 项目协调员和项目联络员都是弱矩阵的组织中对项目经理的称呼。项目协调员有一定的决策权，项目联络员仅起沟通、联络作用，没有决策权。尽管项目联络员也可向更高级的经理汇报，但这一点与项目协调员是相同之处，而不是不同之处。问题:36. 两位项目经理认识到他们处于弱矩阵组织中，且权力非常有限。其中一位认为自己其实就是一名项目联络员，另一位则是一名项目协调员。项目联络员不同于项目协调员之处

34、在于_。A.项目联络员不能做决定B.项目联络员可以做很多决定C.项目联络员向更高级经理汇报D.项目联络员拥有一定权力答案:A解析 项目协调员和项目联络员都是弱矩阵的组织中对项目经理的称呼。项目协调员有一定的决策权，项目联络员仅起沟通、联络作用，没有决策权。尽管项目联络员也可向更高级的经理汇报，但这一点与项目协调员是相同之处，而不是不同之处。问题:37. Emphasizing which of the following activities has affected the most important to cost of quality? _A.PreventionB.Appraisal

35、C.MeasurementD.Rework答案:A解析 事前控制最有效(预防)，事中控制其次(评估、测量)，事后控制最差(返工)。问题:38. 对下列哪一项活动进行强调会对质量成本产生最重要的影响?_A.预防B.评估C.测量D.返工答案:A解析 事前控制最有效(预防)，事中控制其次(评估、测量)，事后控制最差(返工)。问题:39. The project manager is working on a high-profile project where completing the project within budget is critical. The project manager

36、is new, but well trained and is excited to see that the project is spending less than budgeted. As a result, the project manager was planning to take a holiday when a more senior projecI manager warned him that he has some important work to do on the project. Why would the senior project manager giv

37、e such a warning on this project? _A.Under budget could mean that the work that was scheduled to be done has not been completed. The project manager should look at how the cost performance compares to the schedule performanceB.The project manager needs to create a project control system to make sure

38、 there are no problems in the futureC.A project that is under budget may also have contracts that need to be managedD.Team meetings should be scheduled every week and a holiday would mean that one team meeting would have to be canceled答案:A解析 在完成既定工作的情况下花钱少是值得高兴的，在没完成既定工作的情况下花钱少，何乐之有?所以选A；项目控制系统应该在规划

39、过程组完成，所以B错误；休假不一定会给合同带来问题，所以C不严谨；团队会议是由项目需求决定的，其频率在规划阶段确定，所以D不正确。问题:40. 项目经理正负责一个备受瞩目的项目，该项目的关键是控制预算。该项目经理是位经过专业培训的新手，当他看到项目的花费低于预算时非常激动，所以计划休假一段时间，这时一个高级项目经理警告他说，项目还有很多很重要的工作需要完成。那位高级项目经理为何提出这样的警告?_A.实际花费低于预算有可能意味着进度内有些活动还未完成，项目经理应该对比一下成本绩效和进度绩效B.项目经理需要制定一个项目控制系统，确保将来不会发生问题C.尽管实际花费低于预算，但还会有合同需要管理D.

40、每周需要召开团队会议，休假意味着将取消团队会议答案:A解析 在完成既定工作的情况下花钱少是值得高兴的，在没完成既定工作的情况下花钱少，何乐之有?所以选A；项目控制系统应该在规划过程组完成，所以B错误；休假不一定会给合同带来问题，所以C不严谨；团队会议是由项目需求决定的，其频率在规划阶段确定，所以D不正确。问题:41. Your cost forecast shows that you will have a cost overrun at the end of the project. Which of the following should you do? _A.Eliminate ris

41、ks in estimates and re-estimateB.Meet with the sponsor to find out what work can be done soonerC.Cut qualityD.Decrease scope答案:A解析 B、C、D总是有负面影响。问题:42. 你的成本预测显示，在项目期末时你的成本将会超支。你应采取下列哪项措施?_A.消除估算风险并重新进行评估B.会见出资人，找出哪项工作能够最快完成C.削减数量D.减少范围答案:A解析 B、C、D总是有负面影响。问题:43. During the executing phrase of a projec

42、t, a project team member has difficulties in performing the tasks assigned to him. What should the project manager do? _A.Replace the team memberB.Have a meeting with the team member and provide training if requiredC.Escalate the problem to the managementD.Change the baseline to comply with the poss

43、ible delays答案:B解析 如果项目团队成员缺乏必要的技能，可以把对这种技能的培养作为项目工作的一部分。问题:44. 在项目执行阶段，一名项目团队成员在执行分配给他的任务感觉有困难。项目经理应该怎么做?_A.更换团队成员B.与该团队成员谈话，需要的话提供培训C.将问题上报给管理层D.改变基准以应付可能的延期答案:B解析 如果项目团队成员缺乏必要的技能，可以把对这种技能的培养作为项目工作的一部分。问题:45. During the Define Activities process, a team member begins to discuss activities that the

44、project manager has never heard discussed. What should the project manager do? _A.Make sure he has a good understanding of the activities and include the activities in the activity listB.Ask the team member to explain why such an activity would be needed to complete the work packageC.Make sure the e

45、ntire team agrees that the activities should be doneD.Evaluate the impact of the change答案:B解析 定义活动过程的目的是对活动(为完成工作包而必须开展的工作)进行定义，项目经理需要确认该活动是必须开展的，因此选B；活动清单是定义活动过程的输出，排除A；选项C是WBS的功能之一，所以排除C；选项D为监控过程组的工作。问题:46. 在定义活动过程中，一团队成员开始讨论一个项目经理从来没有听过的活动。此时项目经理应该怎么做?_A.确保理解了该活动，再将其包含在活动清单B.询问该成员需要完成这些活动的原因C.确认所

46、有团队成员都认同这些活动D.评估变更的影响答案:B解析 定义活动过程的目的是对活动(为完成工作包而必须开展的工作)进行定义，项目经理需要确认该活动是必须开展的，因此选B；活动清单是定义活动过程的输出，排除A；选项C是WBS的功能之一，所以排除C；选项D为监控过程组的工作。问题:47. A project manager must determine the quality of an initial batch of 50000 products. What technique should be used? _A.BenchmarkingB.Statistical samplingC.Flo

47、wchartingD.Design of experiments答案:B考点 考查统计抽样的作用。问题:48. 项目经理必须确定首批5万个产品的质量，应使用下列哪种技术?_A.标杆对照B.统计抽样C.流程图D.实验设计答案:B考点 考查统计抽样的作用。问题:49. You are asked to prepare a budget for completing a project that was started last year and then shelved for six months. All the following would be included in the budge

48、t except _.A.Fixed costsB.Sunk costsC.Direct costsD.Variable costs答案:B解析 沉没成本(选项B)是已经花出去的成本，原则上，在决定项目是否可以继续时，考虑已经花出去的成本没有意义，考虑需要继续支出的成本，才有意义。问题:50. 公司要你编制一个去年启动而后搁置了6个月的项目的预算。下列哪项不包括在预算中?_A.固定成本B.沉没成本C.直接成本D.可变成本答案:B解析 沉没成本(选项B)是已经花出去的成本，原则上，在决定项目是否可以继续时，考虑已经花出去的成本没有意义，考虑需要继续支出的成本，才有意义。问题:51. Althou

49、gh the stakeholders thought there was enough money in the budget, halfway through the project the cost performance index (CPI) is 0.7. To determine the root cause, several stakeholders audit the project and discover the project cost budget was estimated analogously. Although the activity estimates a

50、dd up to the project estimate, the stakeholders think something was missing in how the estimate was completed. Which of the following describes what was missing? _A.Estimated costs should be used to measure CPIB.SPI should be used, not CPIC.Bottom-up estimating should have been usedD.Past history wa

51、s not taken into account答案:C解析 衡量费用绩效指数应该用实际成本，所以A不对；进度绩效指标是用于衡量进度的，所以B不对；D就是使用历史数据的一种方式，所以D不对。估算的最佳方法是自下而上，这种估算能够改进估算的总体质量。问题:52. 虽然项目干系人认为预算已经足够了，但是项目进行到一半时，成本绩效指数(CPI)为0.7。为了找出原因，几名项目干系人审计该项目，发现该项目的成本预算是用类比估算法作出的。虽然项目估算是活动估算累加得出的，但是，项目干系人认为该估算应该有误。下列哪项可以描述估算的失误?_A.估算成本应该是用于测量成本绩效指数(CPI)的B.应使用进度绩效

52、指数(SPI)，而不是成本绩效指数(CPI)C.应使用自下而上估算法D.未考虑历史数据答案:C解析 衡量费用绩效指数应该用实际成本，所以A不对；进度绩效指标是用于衡量进度的，所以B不对；D就是使用历史数据的一种方式，所以D不对。估算的最佳方法是自下而上，这种估算能够改进估算的总体质量。问题:53. The project manager is asked to estimate a projects costs. The cost and time estimates must be accurate and the detailed cost of every work package is

53、 required. Which of the following techniques should be used? _A.Top-down estimatesB.Rough order of magnitude estimatesC.Bottom-up estimatesD.Parametric estimates答案:C解析 自下而上估算是最准确的估算方法。问题:54. 项目经理被要求估算项目成本。成本和时间估算必须准确，要求详细说明每个工作包的成本。项目经理应使用下列哪一项技术?_A.自上而下估算B.粗量级的估算C.自下而上估算D.参数估算答案:C解析 自下而上估算是最准确的估算方法

54、。问题:55. You provide a project cost estimate to the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut 15 percent off the project estimate. What should you do? _A.Start the project and constantly look for cost savingsB.Tell all the team m

55、embers to cut 15 percent from their estimatesC.Inform the sponsor of the activities to be cutD.Add additional resources with low hourly rates答案:C解析 如果一个估算是科学的，那么在该估算之下，可以完成的工作范围、所需的成本、可能达到的质量都是一定的，对于上述任何指标的影响，都必须明确得到出资人的同意才可进行。A、B、D都没有向投资人明确削减估算要付出的代价。问题:56. 你向项目出资人提供了项目的成本估算，他对估算不满意，因为他认为价格太高了。他要你削

56、减项目估算的15%，你该怎么做?_A.启动该项目，并不断的节约成本B.告诉所有团队成员削减其估算的15%C.告诉出资人要削减的活动D.加入工资率低的额外资源答案:C解析 如果一个估算是科学的，那么在该估算之下，可以完成的工作范围、所需的成本、可能达到的质量都是一定的，对于上述任何指标的影响，都必须明确得到出资人的同意才可进行。A、B、D都没有向投资人明确削减估算要付出的代价。问题:57. During a recent status review meeting for your project, one team member was critical of others and seemed to try to dim