PMP真题及模拟题

1、PMP真题节选1/单选题（1分）While PreParing the StatUS report for StakehOlders the PrOjeCt manager discovers a negative COSt Variance for a PrOjeCt Where 10 PerCent Of their WOrk has been COmPIetedO What ShOUld the PrOjeCt manager do PriOr to meeting With the stakeholders?在为相关方准备状态报告时，项目经理发现一成本偏差为负数，该项目10%的工作己经

2、完成， 在与相关方开会之前，项目经理应该怎么做？A FOreCaSt the estimate at COmPletiOn (EAC)预测完工估算(EAC)B Initiate Change COntrOI PrOCedUreS 启动变更控制程序C PUt the PrOjeCt Orl hold Until a response Strategy IS determined 搁置项目直到确定 应对策略.D USe the contingency reserve 使用应急储备.2/ 单选题(1分)A PrOjeCt manager is leading a PrOjeCt to expand

3、a manufacturing Plant in a Small town .During the IaSt City COUnCil meeting, IOCal residents raised about the PrOjeCt.The PrOjeCt manager adds the IOCal residents to the Stakeholder engagement Plan. What ShOUld the PrOjeCt manager do to address their COnCerns?项目经理正在领导一个项目，扩建一个小镇上的制造工厂。在上次市议会会议期间，当地居

4、民 对该项目表示担忧。项目经理将当地居民添加到相关方参与计划屮，项目经理接下来应该做什 么？A Submit an article to the IOCal newspaper explaining the expansion and how it W ij 1 benefit the community向当地的报纸提交一份文件，解释该扩建及其对社区的好处。B PlaCe a bulletin board OUtSide the City hall to PrOVide PrOjeCt PrOgreSs updates.在市 议会厅外安装一个滚动屏幕以提供项目进度更新。C HOld an in

5、teractive QUeStiOn and answer SeSSiOn during the next City COUnCil meeting.在下次市议会会议期间召开互动问答会议。D USe TV and radio SPOtS to keep them informed about the PrOjeCt and their ConCernS使用电视和广播点让他们了解项目及其担忧的问题。3/ 单选题(1分)A PrOjeCt is budgeted at US$60 InilliOn and is Scheduled to take 24 months to COmPIete.Aft

6、er 12 months the PrOjeCt is 60 PerCent COmPIete and has USed US35 million What is the StatUS Of the budget and schedule?一个项目预算为6000万美元，预计需要24个月才能完成.12个月后，该项目完成了 60%”并使 用了 3500万美元那么预算和进度的状态如何？A On budget and ahead Of SChedUIe符合预算，并超前于进度B OVer budget and ahead Of SChedUIe 超出预算,并超前于进度C Orl budget and O

7、n SChedUIe 符合预算和进度D Behind SChedUIe and OVer budge落后于进度，并超出预算4/ 单选题(1分)A PrOjeCt manager joins a major PrOjeCt intended to elevate an Organization* S market leadership .After COnSUIting With the SPOnSOrJ the PrOjeCt manager developed the PrOjeCt Inanagement Plan. What ShOUld the PrOjeCt Inanager do

8、next?项目经理加入了一个旨在提升组织市场领导地位的重大项目。在与发起人协商之后，项目经理制 定了项目管理计划。项目经理下一步应该做什么？A PUbliSh the Plan in the PrOjeCt management information SySteln -在项目 管理信息系 统(PM1S)屮公布该计划。B ngage With the PrOjeCt Stakeholder to UPdate the Plan.让项目相关方参与，以更新该 计划.C Seek SPOnSOr approval the plan.请求发起人批准该讣划。D Share the Plan With S

9、UbjeCt I natter experts (SEMS)for Validation.与主题专家(SME) 分享该计划以进行核实。5/ 单选题(1分)After formal Client acceptance PrOjeCt deliverable Were Provided to the end USerS.These USerS then identified a defect, for WhiCh the Client holds the PrOjeCt manager responsible What COUld have Prevented this misunderstand

10、ing?在客户正式验收之后，项目可交付成果被提供给最终用户，然后，这些用户发现一个缺陷，客 户认为项目经理应负责怎样可以防止这种误解？C RemOVal Of PrOjeCt access to all team members after PrOjeCt ClOSUre 151 目关闭后解 除所有团队成员的访问权D EnSUring the Client Understood this WaS not Part Of the Original requirement 确保客A PrOPer PrOjeCttransition PrOCedUreS 正确的项目移交程序B A negotiati

11、on With the Client Orl Warranty forms and COnditiOnS 与客户 就保修条款 和条件进行谈判户理解这不是原始需求的一部分6/ 单选题(1分)A PrOjeCt manager is leading a company1 S first digital transformation PrOjeCt.After reviewing the PrOjeCt charter,the PrOjeCt manager believes that the SCOPe is too IOOSely define What ShOUId the PrOjeCt m

12、anager do next?项目经理正在管理一家公司的第一个数字化转型项目。在审查项目章程后，项目经理认为范围定 义过于宽松。项目经理下一步应该做什么？A Interview Stakeholders to identify the high-level requirements 访谈相 关方，以识 別高层级需求。B Create a PrOjeCt Plan With a detailed WOrk breakdown StrUCtUre(WBS) 创建具有 详细工作分解结构(WBS)的项目计划。C BrainStOrm With Stakeholders do more accurate

13、ly define the SCOPe 与相 关方进行 头脑风暴，以更准确地定义范圈。D DiSCUSS the SCOPe With the PrOjeCt sponsor. %项目发起人讨论范 lAt%o7/ 单选题(1分)DUring a meeting to assess the CUrrent StatUS Of PrOjeCt activitiesA the team discovers that there are SOme risks that Will influence the deliverables What ShOUId the PrOjeCt manager do?

14、在评估项目活动现状的会议屮，团队发现存在一些影响可交付成果的风险项目经理应该怎么 做？A TraCk the discovered risks, identify and analyze new risks and evaluate risk PrOCeSS effectiveness throughout the PrOjeCt -显艮踪已发现的风险，识别和分析新风险，并评 估整个项目的风险过程有效性B ReCOrd risk management information for IeSSOnS learned PUrPOSeS i 己录风险管 理信息用于经验教训C ReCOrd the i

15、mpact On and effectiveness Of the MOnitOr RiSkS PrOCeSS i己录监督风 险过程的影响和有效性D DraW UP the risk breakdown StrUCtUre(RBS) to include any new risks -借 IJ 定风险 分解结构(RBS)已包含任何新风险8/ 单选题(1分)After ClOSing Procurement and Providing a formal UTitten notice that the COntraCt has beenCOmPleted, What ShOUld the PrOj

16、eCt manager do next?在结束采购并提供合同已完成的正式书而通知后，项目经理接下来应该做什么?A UPdate the IeSSOnS learned register*更新经验教训登记册。B Inform the Stakeholders 通知相关方。C Initiate Procurement audits -启动采贝勾审 iD Write the final PrOjeCt report.编写最终项目报告。9/ 单选题(1分)The COnStrUCtiOn PrOCeSS for a building PrOjeCt is COmPlete and the PrOjeC

17、t manager Wants to ClOSe the PrOjeCtSome team members are already assigned to a new PrOjeCt and the remaining team members are UnSUre about What to CaPtUre in the ClOSe-OUt report.What ShOUld the PrOjeCt manager do?一个建筑项目的施工过程已经完成，项目经理希望结束该项目，一些团队成员已经被分配到一 个新项目，剩余团队成员不确左在收尾报告屮要收集什么信息项目经理应该怎么做？A COmP

18、lete the report USing the IeSSOnS learned from PreViOUS Similar projects.使用从 以前类似项目中收集的经验教训完成该报告B COnVene team members WhO have been reassigned and Immediately ClOSe the meeting召集已重新分配的团队成员，并立即举行收尾会议C COndUCt the PrOjeCt ClOSe-OUt WOrk With the remaining team members /剩余团队 成员一起进行项目收尾工作D Hand OVer th

19、e PrOjeCt ClOSe-OUt PhaSe to the PrOjeCt manager WOrking On the new project将项目收尾阶段交给负责新项目的项目经理10/ 单选题(1分)DUring a PrOjeCt to Create an Organizational business plan,the PrOjeCt manager facilitates StrengthSi Weaknesses, OPPOrtUnities, and threats (SWOT) analysis WOrkShOP With SeniOr management. What

20、PrOgreSS is the PrOjeCt manager implementing?在创建组织业务计划的项目期间，项目经理促成与高级管理层一起召开优势、劣势、机会与威胁 (SWOT)分析研讨会。项目经理正在实施的是哪一个过程？A Perform Qualitative RiSk AnalySiS 实施龙性风险分析。B Plan RiSk ReSPOnSeS 制定风险响应计划。C Plan RiSk Management 规划风险管理D Ident辻y Risk识別风险。11/ 单选题(1分)A PrOjeCt manager is leading a PrOjeCt to develop

21、 a new COmPany-SPOnSOred COmmUnity event Ihere are SeVeral COmPeting Priorities and Significant IOgiCal details SinCe SeCUrity is the top PriOrityj the PrOjeCt team COntraCtS a SeCUrity SUbjeCt Inatter expert (SNE) Together they Create a risk matrix and discover that the OVerall risk IeVel is IOWer

22、than expected Why WaS the OVerall risk SCOre IOWer than expected?项目经理正在管理一个项目，已开发一项由公司发起的新社区活动有几个相互竞争的优先事项 和重要的逻辑细节，由于安全的优先级最髙，项目团队与一位安全主题专家(SME)签订合同， 他们一起创建了一个风险矩阵，并发现整体风险评分低于预期为什么整体风险评分低于预期？A The SME Contributed to the risk register and the team WaS able to mitigate the SeCUrity risks.主题专家为风险登记册做贡

23、献，团队能够减轻安全风险B The team accepted the SeCUrity risks because the Other risks Were IOW 该团队接受 了安全风险，因为其他风险较低C The PrOjeCt manager transferred the OUrnerShiP Of the threat to a third party.项目经 理将该威胁的所有权转移给第三方D The PrOjeCt manager revised the risk response plan. 目经理修改了 风险应对计划12/ 单选题(1分)DUring a projecfS e

24、xecution phase,the PrOjeCt manager IearnS that SOme Stakeholders are hesitant to accept approved Changes because they believe the Changes are UnneCeSSary IheSe Changes have minimal effect Orl the PrOjeCt-S COSt and SChedUIe baselines What ShOUld the PrOjeCt manager do?在项目执行阶段，项目经理了解到一些相关方认为已批准的变更是不必

25、要的,所以他们对接受这些 变更犹豫不决，这些变更对项目的成本和进度基准影响很小。项目经理应该做什么？ A EXeCUte the issue to SeniOr management 将该问题升级上报给髙级管理层0B ASk the Change COntrOI board (CCB) to re-review the approved Changes 要 求变更 控制委员会(CCB)重新审查批准的变更。C Meet With these Stakeholders do address their COnCernS 与这些林 I 关方开会，打 消他们的顾虑。D EXeCUte the Chan

26、ges SinCe their impact is insignificant 扌1 彳亍这些变更，因为它 们的影响微不足道。13/ 单选题（1分）A COmPIeX PrOjeCt has more than IOO internal and external team members .During the project, team members Constantly ask the PrOjeCt manager for information On WhiCh resources are assigned to high-and IOW-IeVel activ让ies .They

27、also request Clearer divisions between internal and external members - What WOUld help the PrOjeCt manager?一个复杂项目拥有100多名内部和外部团队成员任项目过程中，团队成员不断向项目经理询问 有哪些资源分配给高层级以及低层级活动的相关信息他们还要求内部和外部团队成员之间更明 确的分工哪一项将对项目经理有帮助？A ReSPOnSassignment matrix (RAM)责任分配矩阵(RAM)B ReSOUrCe management Plan 资源管理讣划C ReSOUrCe Cale

28、ndars 资源 H 历D ReSOUrCe allocation Skills 资源分配技能14/ 单选题(1分)The WOrk breakdown StrUCtUre(WBS) for a large PrOjeCt ShOWS that IeVel 2plansPrOVide little information Orl activ让ies,dependencies,and required resources.What ShOUId the PrOjeCt manager do to assess the projects duration?一个大型项目的工作分解结构(WBS)显示,

29、2级项目计划几乎没有提供有关活动，依赖关系以及所 需资源的信息。若要评估项目持续时间，项目经理应该做什么？A DeVelOP a WBS dictionary.制左 WBS 字典。B PerfOrln bottom-up estimating.执行自下而上估算。C AnalyZe the resource breakdown StrUCtUre(RBS) 分析资源分解结构(RBS)OD DeVelOP the resource Calendar.制定资源 H 历。15/ 单选题(1分)A PrOjeCt is experiencing issue that affect the PrOjeCt

30、 COSt and SChedUIe.What ShOUId the PrOjeCt manager USe to resolve these issues?一个项目正在经历影响项目成本和进度的问题，项目经理应该使用下列哪一项来解决这些问 题？A Earned ValUe management (ErM)挣值管理(EVM)B SChedUIe Crashing 进度赶_LC CaUSe-and effect analysis 因果分析D Market research 巾场调研16/ 单选题（1分）A PrOjeCt manager divided a large PrOjeCt into t

31、hree regions, With a regional Coordinator assigned to each One.One Coordinator at a remote Site reports they are incurring high COStS because Skilled resources are difficult to fin What ShOUld the PrOjeCt manager do?项目经理将一个大型项目划分为三个区域，并为每个区域分配一个区域协调员。远程站点的一个 协调员报告说，由于难以找到技术熟练的资源，他们产生了髙额成本。项目经理应该做什么？

32、A COndUCt a cost-benefit analysis - j 赶彳亍成本效益分析。B Estimate the COSt Of OUtSOUrCing the remote site1 S tasks 估算夕卜包远程站点任 务的成本。C AnalyZe the effect Of the increased COStS On the OVerall budget 分析增加的成本对 总体预算的影响。D Perform an earned ValUe analysis (EVA).执行挣值分析(EVA) o单选题(1分)A development leader, WhO PraCti

33、CeS agile methodologyA is assigned as the iteration manager for a PrOjeCt ThiS leader WOrkS ClOSely With a business analyst WhO USeS the Waterfall methodology The differences in these methodologies have begun to negatively impact team Performance The PrOjeCt manager meets individually With the devel

34、opment lead and business analyst about the SitUation but fails to resolve the issue 实践敏捷方法的开发负责人被任命为一个项目的迭代经理，该负责人与使用瀑布式方法的业务 分析师密切合作，但这两个方法的差异已经开始对团队绩效产生负而影响，项目经理分别与开 发负责人和业务分析师就这种情况进行会面，但未能解决问题项目经理下一步应该怎么做？A SPeak With the business analyst S manager.与业务分析师的经理谈话B ReqUeSt a new business analyst With

35、 experience请求提供一位具有敏捷方法经验的新 业务分析师C Train the business analyst On the agile methodology 为业务分析师提供敏捷方法团 队的培训D COndUCt a JOint meeting With the business analyst and development team与业务分析 师和开发负责人一起召开一次联合会议18/ 单选题(1分)DUring PrOjeCt discussions With key stakeholders, a few Stakeholder express their disagre

36、ement on the PrOjeCt S Potential benefits - How ShOUld the PrOjeCt manager facilitate the meeting?在与关键相关方进行项目讨论期间，一些相关方表达了他们对项目潜在收益的不同意见。项目经理应该如何引导会议?A UPdate the risk register.更新风险登记册 CB ASSeSS the business CaSe With the Stakeholders 与相关方一起评估商业论证。C COnSUlt With the Change COntrOl board (CCB) 咨询变更控制

37、委员会(CCB) 0D ReVieW the requirements documentation With the Stakeholders 与林 I 关方一起审 査需求文档。19/ 单选题(1分)A PrOjeCt team is COnlmiSSiOning a PrOjeCt UPgrade OVer the Weekend.The client- appointed QUality assurance tester fails to be PreSent for COmmiSSiOning testing and SignOff Neither the tester nor the

38、line manager Can be COntaCted The team, frequently engaged in Similar PrOjeCtS With extensive testing experience, is Confident that the facility Will Perform flawlessly On MOnday morning What ShOUld the PrOjeCt manager do?一个项目团队在周末对一个项目升级进行测试客户指従的质疑保证测试人员未能出席调试测试 以及进行签署同意，测试人员和直线经理都联系不上，团队经常完成这些项目，并

39、且经过大量 测试后，确信该设施将在周一上午完美运行项目经理应该怎么做？ A InStrUCt the team to SUSPend the UPgrade, and Schedule an emergency review meetingWith the PrOjeCt SPOnSOr for MOnday morning 指示团队中止升级，并安排周一上午 与项目发起人进行紧急评审会B KeeP the team On Standby in CaSe the tester Can be reached before MOnday InOrning. 让团队保持待命状态，以防万一在周一上午之前

40、可以联系到测试人员C InStrUCt a member Of the Client team to COndUCt the acceptance testing and Sign-Off in PlaCe Of the appointed tester 指示客户团队的一位成员代替指定的测试人员进行验收 测试以及签署同意D F01I0W the escalation PrOCeSS to Obtain a tester authorized to Sign Off On the upgrade.按照升级上报流程获得授权签署同意这项升级的测试人员20/ 单选题(1分)A PrOjeCt team

41、 is estimating a new PrOjeCt S COSt and Wants to USe COSt estimates from a PreVieWS PrOjeCt To Obtain the most accurate and reliable estimate, What document ShOUld the team review?项目团队正在估算一个新项目的成本，希望利用之前项目的成本估算。若要获得最准确和可靠的 估算，团队应审査哪一份文件？A PrOjeCt Charter 项目章程。B BUSineSS case.商业论证。C PrOjeCt SCOPe Sta

42、tement -项目范围说明书。D PrOjeCt ClOSe-OUt report.项目收尾报告。21/ 单选题（1分）A Performance report indicates a Variation from a PrOdUCt S SPeCifiCatiOnS.The PrOjeCt manager Calls an emergency meeting during WhiCh all team members Offer SUggeStiOnS for the POSSible CaUSe Of the Variance What tool Or technique is the

43、team using?一份绩效报告显示产品规格有偏差项目经理召开一次紧急会议，会议期间，所有团队成员都就 这种偏差可能的原因提供建议团队使用的是什么工具或技术？A CaUSe-and-effeet diagram 因果图B ROOt CaUSe analysis （RCA）根本原因分析C SCatter diagram 散点图D Matrix diagram 矩阵图单选题（1分）DUring a projecfS initial phase,a new regulation is introduce The regulation has the Potential to impact the

44、projectf S SChedUIe and the budget What ShOUld the PrOjeCt manager do before beginning the Planning stage?在项目的初始阶段,通过了一项新法规。这项法规有可能会影响到项目的进度和预算。开始规划 阶段之前，项目经理应该做什么？A PerfOrln a Qualitative risk analysis.执行定性风险分析.B InCIUde the risk in the PrOjeCt charter.将该风险包含在项目章程中 0C UPdate the risk TeSPOnSe plan.

45、更新风险应对 il划。D ReqUeSt a Change to SChedUIe and budget.请求变更进度计划和预算。23/ 单选题（1分）t A ReVieW the Procurement management Plan and Vendor COntraCt 审査采购笛 理计 划和供应商合同。B DiSCUSS the delay With the vendor.与供应商一起讨论延期情况。C DiSmiSS the PreSent Vendor and hire a new one.解雇现有供应商并雇佣新供应商。D Submit a ClainI for COmPenSati

46、On to the vendor.向供应商提交索赔。TO manage Uncertainly throughout a PrOjeCt S life CyCIet What ShOUld a PrOjeCt manager do to identify, analyze, and PriOritiZe risks?若要管理整个项目生命周期不确泄性，项目经理应该怎么做来识别分析风险并为风险优先级排 序？A ReVieW IeSSOnS learned from PreViOUS projects.审查过往项目的经验教训B Meet Weekly With PrOjeCt stakeholder

47、s.每周与项目相关方开会C Create a risk registerA and define risk response Strategies 仓 D 建风险 登记册，并 定义风险应对策略D Perform a risk assessment.执行风险评估24/ 单选题(1分)DUring a projects execution phase,a Vendor failed to deliver SPeCified materials On time .This delayed a projects activity What ShOUld the PrOjeCt manager do n

48、ext?在项目执行阶段，供应商未能按时交付指泄材料。这延迟了项目的活动。项目经理下一步应该做 什么？2夕单选题(1分)A PrOjeCt manager joins a PrOjeCt With high-level requirements that are likely to Change.The PrOjeCt manager identifies that the Statement Of WOrk(SOW) COntainS a rough budget estimate What type Of COntraCt ShOUld the PrOjeCt Inanager SUggeS

49、t for this project?项目经理加入一个项目，该项目具有可能会发生变更的髙层级需求项目经理识别到工作说明书 (Sow)包含一个粗略的预算估算项目经理应该为该项目选择以下哪一项合同？A COSt PIUS award fee(CPAF)成本加奖励费用合同(CPAF)B FiXed PriCe With economic PriCe adjustment (FP-EPA)总价加经济价格调整合同(FP EPA)C Time and material CT&M)匚料合同(T&M)D FiXed PriCe incentive fee(FPIF)总价加激励费用合同(FPIF)26/ 单选题

50、(1分)DUe to SUdden and extreme exchange rate fluctuationsA the COSt Of imported PrOjeCt equipment has increased by 27 PerCent.What ShOUld the PrOjeCt manager do to mitigate this COSt overrun?由于突然和极端的汇率波动，进口项目设备的成本增加了 27%项目经理应该如何减轻这个成本 超支问题？A AbSOrb the additional COSt USing Change COntrOI PrOCedUreS

51、使用变更控制程序 来吸收额外成本B FUnd the additional COSt USing the management reserve -使用管理储备支付额外成 本C ReViSe the COSt baseline to reflect CUrrent COnditiOnS 修改成本基准以反映当前状况D SUbSidiZe the COSt OVerrUn With the contingency reserve 采用应急储备补贴成本 超支27/ 单选题（1分）The PrOjeCt team has COmPIeted all the deliverables in the PrO

52、jeCt management Plan. The team is expecting a ClOSUre decision to be made SOOn. However, the PrOjeCt manager is Struggling to justify the decision With the Stakeholders What ShOUId the PrOjeCt manager have done to avoid this issue?项目团队已完成项目管理计划屮的所有可交付成果。该团队期待尽快做岀收尾决定。但是，项目 经理正在努力向相关方证明该决定的合理性。若要避免这个问题,项目经理应该事先做什么？A Defined the PrOjeCt deliverable1 S acceptance Criteriao 定义项目可交付成果的验收标 准。B Verified that the sponsor1 S expect