2020年PMP总复习一100题即模拟题

1、2020年PMP总熨习枳拟题一1. 单选一个全球项目有多个耒定文条件。若烫理解假设的影响.以及规划如何减轻不确定性因素而产生的彫响.项目经 理应使用什么技术？A global project has several undefined conditions. To understand the impact of >hat-if scenario and to plan the aitigation of the uncertainties, what techniQue should the project manager use?A：假设情景分析What"if scenar

2、io analysisB：敏感性分析Sensitivity analysisC：预期价值分析Expected value analysisD：决策分析Decision analysis正确答案：A你的答案：B解析：?XB0K（6）术语表：假设侑最分析，假设怙景分析是对各种情最进行评估预测它们对项目目标的影响（枳极或消极的几 假设情景分析就足对“悄舉x出现时应当如何处理'这样的问题进行分析，假设情董分析的结果对用十估汁项目进度计划在不 利条件卜的町行性.用于編制克服或减轻由于出乎慰料的局面适成的后果的应急和应对计划敏感性分析是投资项目的经济评估中常用的分析不确定性的方法之一。从多个不确宦

3、性因素中逐一找出对投资项目经济效益描 标有重要彩响的敏感性因索.并分析、测并其对项目经济效益指标的彩响程度和敏感性程度.进而判断项目承受风険的能力.若 某数的小幅度变化能导致经济效益指标的较人变化.則称此参数为傲感性因素.反之则称其为非敏感性因索，预期货币价值分析（BMV）出某些情况在耒来可能发生或不发生时计并平均结果的一种统计技术常在决策树分析中使用。（不 确定性卜的分析 机会的EMV通密茨示为正值.而威胁的EXV则茨示为负値& EXV足建立在凤险中立的假设之上的既不避 险也不日険。把衬个可能结果的数値与其发生的概率相乘再把所冇乘积相加.就町以汁并岀项目的EMV。决策分析.一股描从若

4、干可能的方案中通过决策分析技术.如期望值法或决策树法等.选择其一的决策过程的定址分析方法。2. 单选一家公词希望开始一个新的产品线。项目经理确定了卜列活动，由于原材料短缺.活动D延期.在不适成项目爼 期的宿况卜项目经理可以接受该活动廷期多少天？关键点活动持续时间紧前活动紧右活动A设计产品20天B, CB制造产品40天AEC设计包装10天ADD生产包装20天CEE包装和运输产品15天B. DA company wants to start a new product line. The following activities were identified by the project. Ac

5、tivity D was delayed due to the unavailability of a ra< material. How many days of delay could the project manager absorb without delaying the project?A： 20 天20 daysB： 10 天10 daysC： 15 天D： 0天正确答案：B你的答案：B解析：PXBOK (6) 6. 5. 2.2 关键路径法。CP： A-5-E： TD： 75 次 CP： A<-DE： TD： 65： TF： 103、单选1项目经理完成了某个做上的

6、一个项目.这个项H让公司损失100X项目经理所在公同目前正在转备同一个魚I：另 一个项目的投标建议书.管理层让项目经理提供粗略的估斃让公司对以投标该新项目。投标必须在三天内完成。在这种怙况 卜项目经理应搓供卜列哪一项估以类型？A project :zanager coopletes a project in a town where the company realized a loss of 100S. The project manager * s coijany is vorking on another project proposal in the same town and the

7、 management asks the project manager to come up with a rough estimate that the company can bid for the nev project. The bidding must be completed within the next three days. Which of the following types of estimates should the project manager provide in this situation?A：类比估以AnalogousB：参数估以Parametric

8、C：散点估以Three-pointD：准备金分析Reserve analysis正确答案：A你的答案：A解析：PXBOK (6) 7. 2. 2. 2类比估乩 在已经明确定义需求且不会出现虫人范用变更的悄况卜使用.类比估貝足描以过去类 似项目的參数值(如持续时间、预製.規模.虫址和复杂性等为基础，来估乳未来项目的同类勢数或折标。4、单选一个管道施匸项目的项目分包商捉议升级管道材糾质址.而这不会彩响进度或成本.这项材糾变更已获得批准. 应使川卜列哪一项來记录这项变更？A project Subcontractor for a pipeline construction project propo

9、ses to upgrade the quality of the piping naterial, which does not affect progress or costs, and this material change has been approved which of the folinE should be used to record the change?A：成本管理汁划Cost HianaBement planB：凤険登记册Risk registerC：合同ContractD：配賈诗理系统Configuration management system正确答案：D你的答

10、案：D解析：按愿变更控制漩程.使用配置管理系统来记录已批准的变更请求.配肚管理系统中包括变更拧制系统.配徂管理系统足整 个项目管理系统的一个子系统它由一系列正式的书面程用组成用于对以卜工作提供技术和管理方面的抬导与监骨：识别井记 录产品成果、眼务或部件的功能特征和物理特征：控制对上述待征的任何变更记录并报笛毎一项变更及其实施悄况：支持对 产品、成果或部件的审杳.以确保其符合要求.5、单选项目团队成员对他们应该如何工作才能满足项目目标朝到不确定。为了让团队成员更好的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哪份文件？A project team ziember is uncertai

11、n how their work is assisting in meeting objectives of the project. >hich document will the project manager provide to the team zzber in order to help them better understand their role on the project?A：项目沟通计划Project coznnunication planB：资源计划Resources planC：项目章程Project charterD：项目管理计划Project znage

12、ment plan正确答案：B你的答案：B解析 9. 1.3.1资源骨理计划足关于如何分类、分配.骨理和俘放项目资源的描南.6. 单选一项产品已经交付给客戶进行测试脸收.但由于产品未经外部检査机构的审汁.客户拒收产品.项目经理卜一步 该怎么做A project is delivered to the customer for test acceptance, but they refuse it because the product was not audited by an external inspection authority. What should the project man

13、ager do next?A：协商开始审计过程Negotiate the start of the auditing processb：检査质fit管理i|划Check the Quality zianagement plan.C：修订进度计划邀免町能的影响Revise the schedule plan to avoid a possible impactD：更新项目管理计划Update the project management plan.正确答案：A你的答案：B解析：见12.3.2.5/0.2.2.5/审i仁由于产品未进行采购审计即对产品客户来说没有完成结束采购.卜一步应协商开始审il

14、过 程.客户至上.客户耍求审计就开始审讣7、单选由干组织结构的变化相关方A承担了新的贵任.并已经从措导管理委员会辞职.相关方A替代者相关方B握 出与项目前业利益有关的问题.项目经理甘先应该怎么做？As a result of changes in an organization* s stxructure. stakeholder A takes on ne< responsibilities and steps down from the steering committee . stakeholder A* s replacement stakeholder B, raises is

15、sues regarding the project * s business benefits. What should the project manager do first?A：在何题登记册中记录该何题.井更新项目利益Document the issue in the issue log and update the project benefits.B：更新项目管理计划Update the project management planC：与相关方会面包括项目发起人Meet with the stakeholders, including the project sponsorD：更

16、新相关方登记册.井畲考相关方管理策賂Update the stakeholder register and refer to the stakeholder management strategy正确答案：D你的答案：C解析：相关方发生变化应该肖先更新甥记册对干相关方对项目的念度和何题町型考13. 2. 2. 3分析技术來调整管理策路。S、单选在一个项目组织中经脸丰富的项目经理接近项目的收尾阶段。项目经理接卜来总么做？An experienced project inanager in a projective organization is approaching the project p

17、hase. What should the project manager do next?A：核对一个为期多年新项目的项目分配Check for a new multiyear project allocationB：将实际项目绩效与原计划对比Cospare actual project prforsance against the original planC：通知客户项目将仝收昆Inform the customer that the project will be closedD：获得客户的脸收Obtain acceptance fros the customer正确答案：D你的答案：

18、C解析：描南T. 7.1. 4验收的町交付成果.确认町交付成果已交付给客户并已获得&戶的正式脸收是行政收尾所需的必要活动之* 9、单选一家玩具公司的项目团队希望将统汁抽样应用到某些产品的检査涛程中。随机抽取玩具样品逬行检査。应在卜°列 哪一个过程中确定抽样频率和規模？A project team for a toy company vants to reduce the costs by applying statistical sailing to the inspection process on sooe of the products. A sample of toy

19、s is randomly selected for inspection. During which of the following processes should the sample frequency and size be determined?A：收集需求Collect ReauirezientsB：规划质撤管理Plan Quality ManagementC：控制质fitControl QualityD：管理质fitPerform Quality Assixrance正确答案：B你的答案：B解析：参见PMBOK第6版8.3.2.1数据收集统il抽样10、单选项目团队刚刚制定完

20、成一个新的订单跟踪系统的开发.项目发起人带诃总监对新系统非幣满总，而生产总监对此 不满.并要求車新设计该系统以满足生产需求。项目经理估汁重新设计系统念导致项目实施赶迟两个月。项目经理本应如何做 就町以邀免发生这种情况？A project teas has just completed the development of a new order tracking system. The project sponsor, the director of sales, is pleased with the new system. However, the director of manufact

21、uring is not pleased and has demanded that the system be re-designed to seet manufacturing concerns. The project manager estimates that a system redesign will delay implementation by two souths. How could the project Hianager have avoided this situation? A:在編制计划阶段完成角色和职贵矩阵Completed a roles and respo

22、nsibility satrix in the planning phrase.B：让项目相关方鑫与.确保要求不被忽略Involved key stakeholders to ensure that requirements were not overlooked.C：确保让销售总监批准该需求Ensured that the director of sales had approved the reQuirements.D：在綁制项目计划阶段.制宦有效的项目范阖和变更控制流程Developed an effective project scope and change control proc

23、ess during project planning.正确答案：B你的答案：A解析：在规划项目.制定项目管理汁划和项目文件时.项目团队应当彼励所有相关相关方参与.11<单选作为你们公司项目办公室的经理.你必须经冷刈定哪些项目应该得到额外的资孤 你还要注议哪些项目应该启动.继续进行或取消.有利干你做出这些决策的一个方法足As manager of your organization* s project office, you often must decide which projects will receive additional resources. You also reco

24、mmend which projects should be initiated, continued, or cancelled. One way to help you sake these decisions is toA：为项目明确一个整体风险级别Deteraine an overall risk ranking for the projectB：评估定最凤险分析结果的趋势Assess trends in Quantitative risk analysis resultsC：对各种风险和*件进行排序Prioritize risks and conditionsD：评估风险定性分析结果

25、的趋势Assess trends in Qualitative risk analysis results正确答案：A你的答案：B解析：PXBOK (62M.4.3PM0的职责。FMO (fi职贲包括制定和管理项目政策.程职 模板和其他共厚文件.PM0承把整个组织 范帼的职贵.PH只负贵单个项目。本题中为幣体风险明确级别是P旳的耿贵 B/C/D pm的职贲.PM0经理可依据整体风险的 级别建议哪吃项日应启动、继续或取消12. 单选在执行阶段市场部通知项目发起人中心小组捉供了看产品的混合审査.需要进行细微变更.项目发起人描示项 目经理包含变更.因为该变更不会改变范阖或预算。项目经理按卜来应该怎么

26、做？During the execution phase, marketing inforas the sponsor that focus groups give the project mixed reviews and a minor change is required. The sponsor instructs the project manager to incorporate the change, because it vill not change the scope or budget. What should the project zanager do next?A：

27、记录要求的变更。Document the requested changeB：为执行变更分配职贵Assign responsibility for impleaenting the changeC：与受影响方沟通该变更Communicate the change to the affected partiesD：召集团队來评估变更的影响Convene the team to evaluate the izact of the change.正确答案：D你的答案：D解析：监控过程组项目整合管理实施整体变更控制的流程。13、单选项目诗理计划导致一个持续时间牧长的进度泯。如果不能改变网络图.但有充足

28、人员时你冏该：Your project management plan results in a project schedule that is too long. If the project network diagram cannot change but you have extra personnel resources, what is the BEST thins to do?A：快速跟进项目Fast track the project.B：资源平衡Level the resources.C：赴工Crash the project.D：簽特卡罗分析Monte Carlo ana

29、lysis.正确答案：C你的答案：A解析：PMBOK (6) P22SF6.2.6控制逬度度压缩-赴工采用逬度压缩技术使进度落后的项目活动赶上il划.町以对剩余工 作使用快速跟进或赶工方法。PMBOK (6)P215-6. 3. 2.6制定逬度il划-进度压缩-赶匸 通过堆加资瀕，以最小的成本代价来压 缩进度工期的一种技术.赶工只适用于那些通过增加资源就隐缩短持续时间的且位于关键路径上的活动 但赴匸并非总是切 实町行的.因它对能导致凤险和/或成本增加。pmbok. 711页项f!进皮网络图足用來茨示活动之间的逻辑关系的图形。快連JM进将活动电磴推进.这样活动就会出现捉刖战逻辑关系就会变化。赶工

30、讦以简单的理解为增加资祿减少的是活动的持续时河用资滋换逬度。1L 单选在识别对项目预貝会产生童面影响的风险发生之后.项目经理需耍确定剩余的应急縮备足否足够.项目经理应 该采用下列哪一项工具或技术？impact to the project * s budget . a project manager needs to determine if the reziaining contingency allowance is enough what tool or techniQue should be used?A：赭备分析Reserve analysisB：偏差和趙势分析Variance an

31、d trend analysisC：应总分析Contingency analysisD： SWOT分析SWOT analysis正确答案：A你的答案：A解析：PXBOK (6) 11.7.2.1储备分析。在项目任一时点比牧剩余应急储信与剩余凤险St确定剩余储術足否仍然合理。15, 单选天气足一个众所周知的会影响戶外节目成功的风险.节目肋天气预报预测未来10灭内不会卜项目经理接卜 來应该住么做？The weather is a well-known risk to influence the success of outdoor programs, the program before the

32、forecast ill not rain in the next 10 days, what should the project manager do next?A：执行风险审计Perform risk auditsB：修改风险保证矩阵Modify the risk assurance matrixC：通知相关方Notify relevant partiesD：更新风险毯记册Update the risk register正确答案：D你的答案：D解析：PXBOK (6) 11.3. 3. 1项目文件更新风険登记册.更新内容可能包括：毎个单个项目风险的概率和彫响评估优先级别 或风险分值.捋宦

33、风険货任人凤险紧迫性信息或凤险类别.低优先级风险的观察淸单和需要进一步分析的凤险.16、单选项目经理保留包含活动项目问题和风险尊项目信总的项目日志.项目开始时.所有相关风险都彼归类并记录刮 项目日志中.到项目结束时.原先已淸除的凤险再次出现.项目推迟一个月.这种情况里新发生足因为项目经理：The project manager keeps a project log containing project information such as activity project, problem and risks. At the beginning of the project, all re

34、levant risk vere classified and entertain the project log. Toward the end of the project, a risk that was closed coses up again and delay the project by one month. This situation reoccurred because the project manager:A：未能与项目团队成员沟通Failed to coaeunicate with project team membersB：未能将项目日志分发给项目团队成员Fail

35、ed to distribute project teas znembers project logC：没有召开项目进度会议Not to convene project progress meetingD：未执行凤施评估Not to perform risk assessment正确答案：D你的答案：D解析：PMBOK (6) 11. 7. 2. 3会议-风险审査会-蛍新评估当前风险 在风険审査中识别新凤堆包括次生凤阻 觅新评估当刖 风险.关闭已经过时风险讨论风险发生引发的何题。17，单选铮理层尙诉项目经理外包一部分项目给一公司.该公司与管理层合作过很多次。在这种情况卜I项目经理说应该 关心的

36、足：Management tells a project zanager to subcontract part of the project to a cozpany that zianagezent has worked ith zany times. Under these circumstances, the project manager should be MOST concerned about:A:确保该公司有资格完成该项目making sure the cozany has the qualifications to complete the project.B：满足管理层的

37、时间预期seeling znagement * s expectations of time.C：外包工作的成本the cost of the subcontracted work.D：合同条款the terms and conditions of the contract.正确答案：A你的答案：A解析：PMBOK (6) 12.2. 1.3实施采购输入采购文档供方选择标准.12. 1.3.5供方选择标准包括多项內容.按腮标准选择供 方18、单选一个项目由三个活动组成。A活动历时5周.B活动历时6周.C活动历时7周。活动排序为A-B弋.但 足.活动5的资源分配要1周 C在B活动开始1周后开始.

38、則该项目怕短工期足多少？A project is made of three activities Activity A is lasting for 5 weeks, activity B is lasting for 6 weeks, activity C is lasting for 7 weeks, the taxis is A5C. While, it will take 1 week for resource distribution of activity B, and activity C will start in one week after the beginning o

39、f activity B. What is the shortest time limit for this project?A： 12 周12 weeksB： 13 周13 weeksC： 14 周14 weeksD： 16 周16 weeks正确答案：C你的答案：B解析:PXBOK (6> 6. 5. 2. 2关键路径法。如图：5*1(B分配资源 *1 5开始一周后C开始*719，单选当信总发送者和信息接收者怎样沟通时沟通通常会帑到捉高。Cozmunications are often enhanced when the sender the receiver.A：倍息发送者足信总接

40、收若的卜属speaks up toB：信息发送者使用更多肢体语肓uses more physical movements when talking toC：信思发送者慢慢的说话talks slowly toD：信思发送者对信总按收者茨示关心shows concern for the perspective of正确答案：D你的答案：B解析：PXBOK (6) 10.1.2. 4沟通模型.发送方负责信息传递.确保信息的淸蹴性和完整件.并确认信总己被正确理解.20、单选卜列哪种合同类型要求貝冇R完蔡且定义彊柿准的工作范用.并耍求做好駁周到的准备？Which of the following con

41、tract types requires the most coslete and accurate definition of the scope of work and requires the most preparation?A：周定费加补偿合同Reimbursable vith fixed feeB：单价合同Unit price contractC：固定总价合同Fixed price contractD：工料合同Time and material contract正确答案：C你的答案：C解析：PMBOK (6) 12.1.1.6组织过程资产合同类型-总价合同。总价合同在已经明确定义需

42、求.且不会出现觅人范阖变更的皓 况F使用.21、单选在一个复杂的项目的早期阶段.项目经理受到一个请求.要为某产品擬供宏观要求.项目经理对以从囁里获得这 个信恩？During the early stages of a con©lex project, the project manager receives a request to provide hi5h-level reQuirements for a product. Where would the project manager find this information?A：商业文件Statement of workB：项

43、目管理计划Project management planC：合同ContractD：项目章程Project charter正确答案：D你的答案：D解析：抬南-1. 1.3.1项目章程-高层次需求。22、单选由于爆炸发生的匸厂足公司的首选供应商.供应商告诉项目经理之前预定的那些货物不能按时交付。幸亏其他货 物町以替换这些货物.这样项目经理就使用此供应商的货物这也足在之前的风险管理计划中提到的。这个例子足卜面的哪个 呢？Due to an explosion at the factory of the company * s preferred supplier, the supplier tel

44、ls inforas the project zanager that the ordered items for the project cannot be delivered in time, As these items can be easily replaced other items, the project manager uses the second-best supplier as stated within the risk :management plan. This is an example of which of the following?A： 一个应急计划a

45、contingency planB： 一个应急津貼a contingency allowanceC： 一个町能的变通方法C. a vorkaroundD：后备计划a fallback plan正确答案：A你的答案：A解析：11. 5. 3. 3风绘甥记册中的应急汁划风险发生时执行已规划好的应急计划。23、单选进度绩效描数低于1.0茨示，A schedule performance index of less than 1. 0 indicates that theA：项目没有完成狈定的工作Project is xrunning behind the monetary value of the

46、vork it planned to accomplishB：已取紂的挣值达100%Earned value physically accomplished thus far is 100%C：项目永久性地损失了一部分时何Project has experienced a permanent loss of timeD：项目町能没有按照时何茨执行但是项目经理不必在总这个问题Project cay not be on schedule, but the project manager need not be concerned正确答案：A你的答案：A解析：PXBOK第6版中2016 7.4.2

47、2偏差分析24、单选由干员工缺乏培训和适当的生产控制.生产过程中发现了惜谋需要返工解决。返工成本为$250,000.其中员工负 有贲任的成本为Due to a lack of an employee training and proper production control, defects in a production run caused rework vhich cost the company S250, 000. How ouch of this cost is directly attributable to the employees on the production li

48、ne?A： $75,000$75, 000B： $37» 500$37, 500C： $212, 500$212, 500D： SI45, 000S115,000正确答案：B你的答案：C解析：管理层对85%的质母成本负宜接贲任.员工则负另外的15%25、单选项目需求要求额外的il貝机用于执行.项目相关方要求项目经理研究采购计处机和租川相比的成本经济性。项目 经理研宛了以卜各项：使用远程安裟的计算机成本将足毎天S250美元.加上安装费1,250美元。采购计算机的成本将包括 $1,250美元装运费.$3,500美元安装费以及$75美元的日密维护成本项目经理应该怎么做？Project re

49、Quirements require additional computer for implementation. Stakeholders ask the project zianager to research if buying the computers will be znore cost efficient than leasing them. The project manager researches the following: Using computers installed remotely 审ill cost USS250 per day , plus a setu

50、p fee of VSS1. 250.Buying computers will include S1250 freight costs. US$3, 500 in installation costs, and US$75 in daily ownership costs. What should the project manager do?A：如果这些计算机需耍使用22天则选择租氐Lease if these computers are needed for 22 days.B：选择租妮.因为如果采购汁以机.一次性费用较奇Lease given the high one-time fee

51、s if computers are purchased.C：如果这些计算机需耍使用25天则选择采购Buy if these cozputers are needed for 25days.D：选择采购.因为日均成本较低Buy because of the lover daily cost正确答案：C你的答案：C解析：假设夭数为：d则远程安装需耍250d*1250美元：采购需要75d*1250*3500美元：公式为：250d*1250=75d*1250-3500 解方程得岀d=20天.所以由此判断.20天以上需要采购。26、单选卜列哪一种图茨示用来说明需要完成的工作与团队资源之何的关系？Wha

52、t diagram is used to illustrate the connections between work to be completed and teas resources?A：资源宜方图Resource histosramB：组织图Organisational chartC：控制图Control chartD： RACI 图RACI chart正确答案：D你的答案：D解析：9. 1.2.2 图9-1 RAC：（执行、咏咨询和灿情）图是RAM的一个例子其故左边的一列茨示有待完成的工作（活动）。 町以针对个人或小组分配工作。27. 单选在一个系统执行项目中.在项H給束前两周发现

53、一个系统功能脱离范阖.已经过变更流程批准 项目经理接卜來 应该怎么做？In a system implementation project, a system feature is descope t<o weeks ends. The change has gone through the perform integrated change control . What should the project manager do next?A:按需求说明更新管理计划update the project management plan as stated in the requestB：

54、评估变更，并与客户讨论对项目成本的影响assess the change, and discuss the inipact on the projectC：拒绝变更.因为项目接近完工.影响将很人reject the change, since the project isD：与项目相关方一起讨论变更的影响discuss the inpact of the change will project stakeholders正确答案：A你的答案：D解析：所朋过程组：监控过程组.所属知识緬域：项目整合骨理。解析：该题考査的是变更管理流程被批准的变更请求，PMBOK 第六版4.6. 3.1批准的变更请求

55、.批准的变更i?5求足实施整体变更控制过程的输出，项目团队把批准的变更请求列入12度汁划 并付诸实施，批准的变更请求町能对项目或项目辔理讣划的荣些领域产生影也 批准的变更请求对能导致修改政策、项目讶理汁 划、程序、成本预以或进度汁划.选项A诳确.B,D属干变更管理流祝中的内客.该变更以走完流程并被批准，C错课.拒 绝已批准的变更.不符台PMI规范.2S.单选应该使用卜列哪一种定量方法來制定项目预以？What quantitative approach should be used in developing a project budget?A：帕累托BlPareto diagransB：参数

56、估以Parametric judgment estimatingC：专家昇断Expert judgment estimationD：挣值诗理Earned value management正确答案：B你的答案：D解析：宦fit方法.A足质址管理的工具.排除& D足控制进度的工貝排除；B、C足估以成本的工具但C足定性分析.排除。 因此选B.29. 单选政府法律的变更会对现有项目产生潜在影响。项目凤险减轻il划用于解决潜在影响以及要求的行动。在政府法律 变更发生之后.执行了必要摘施.但足导致了新的风险。这属于哪种风险类型？Changes in government laws can have

57、 a potential impact on existing projects Project riskmitigation plans are used to address potential impacts and actions required. After the change of government law, the necessary measures were implemented, but the ne< risks ere caused. What type of risk does this belong to?A：触发风险Trigger riskB：残余风险Residual riskC：次生风险S