PMP考试练习题（五）及答案解析

5/11每日小练习1-3答案及解析：DBD1、DuringprojectimplementationtheprojectmanagerdiscoversthatateammemberhasusedopensourcesoftwareThisisaviolationofcompanyregulationsandwillseriouslyaffecttheproject'sreleaseWhatshouldtheprojectmanagerdo?Executetheriskmanagementplan.RemovetheteamLogtheriskintheriskSubmitachangerequesttodeletetheopensourcesoftware.A.执行风险管理计划。B.开除该成员。C.在风险登记册中记录该风险。D.提交变更请求，删除使用的开源软件。答案：D解析：纠正措施属于变更，需要提交变更请求。2、Acompanyisplanningtodevelopanewproduct.Projectstakeholderscomefromdifferentcountriesandregions,speakvariouslanguages,andhavediversepoliticalandculturalbackgrounds.Whatshouldbeapriorityfortheprojectmanagerwhendevelopingthecommunicationsmanagementplan?InformationconfidentialityandsensitivityProjectenvironmentThenumberofcommunicationchannelsavailabilityA.信息的保密和敏感度B.项目环境C.沟通渠道的数量D.技术的可用性答案：B解析：根据题意描述的信息，项目环境将是本项目比较大的沟通制约因素，做项目沟通计划需要考虑事业环境因素。3、Sixteammembersareworkingonaproject.TwoteammembersworkfromremotelocationX;fourteammembersandtheprojectmanagerworkatlocationY.Howmanycommunicationchannelsarethere?A.8B.14C.15D.21XYA.8B.14C.15D.21答案：D解析：N=2+4+1，N*（N-1）/2=7*6/2=215/12每日小练习1-3答案及解析：CDD1、Acompany'sdirectorisconcernedwithprojectfailureandhiresaprojectmanagertodeterminewhereadditionalfundingshouldbeallocatedtoensuresuccess.Forwhatactivityshouldtheprojectmanagerrecommendadditionalfunding?A.WarrantyworkB.ReworkC.TestingD.ScrapA.保修工作B.返工C.测试D.废料答案：C解析：本题点在于质量成本。预防胜于检查，测试属于质量成本中的一致性成本，其它三项都属于非一致性成本。2、Anewwarehouseisreadyforoperations.Beforeoperationsbegin,theprojectmanagermustpreparethefinalprojectreport.Whatshouldtheprojectmanagerreferto?Lessonslearned,projectcharter,andworkbreakdownstructure(WBS)Projectbaselines,accepteddeliverables,andearnedvalue(EV)Checklists,responsibilityassignmentmatrix(RAM),andriskmanagementplanAccepteddeliverables,lessonslearned,andtransitioncriteria一个新的仓库准备好运营。运营开始之前，项目经理必须准备最终项目报告。项目经理应该查阅哪些文件？A.经验教训、项目章程和工作分解结构(WBS)B.项目基准、已验收的可交付成果和挣值（EV）C.核对表、责任分配矩阵(RAM）和风险管理计划D.已验收的可交付成果、经验教训和移交标准答案：D解析：四个参考答案中，作为项目转入运营之前的最终报告，最好的内容是参考答案D。3、Threemonthsintoanine-monthproject,thecompanyasksakeytechnicalconsultanttotransfertoanotherproject.However,thecompanydoesnothaveanalternativeresourcetocompletetheoriginalproject.Whatshouldtheprojectmanagerdo?Negotiatewiththesupervisortohavethetechnicalconsultantworkpart-timeontheoriginalproject.Adjusttheprojectplan,arrangeforanotheremployeetoreceivingtraining,andcoordinatethiswiththetechnicalconsultant'sschedule.Ifthebudgetpermits,askthetechnicalconsultanttoworkovertimeontheoriginalproject.Ifthebudgetpermits,hireathird-partytechnicalconsultant.为期9个月的项目，已进行了3个月。此时，项目关键的技术顾问被主管调到另一个项目中去，在6个月内无法兼顾本项目。而此时，本企业中没有其他可替代资源。此时项目经理应该如何操作？A.和主管协商争取该人员兼职本项目。B.调整项目计划，安排其他员工培训并配合该技术人员的时间。C.在预算允许的情况下，支付加班费，直接要求该技术人员加班。D.在预算允许的情况下，外聘第三方技术顾问。答案：D解析：本题点落在招募，团队管理的工具。5/13每日小练习1-3答案及解析：BCD1、Inaweeklymeeting,aprojectteammemberreportsthattheyareunawareofwhattaskistobeperformednext,whatshouldtheprojectmanagerreviewwiththeteammember?Workbreakdownstructure(WBS)ProjectscheduleCriticalpathMilestonelist在一次周会上，项目团队成员报告他们不知道下一步要执行什么任务。项目经理应与团队成员查阅下列哪一项？A.工作分解结构(WBS)B.项目进度计划C.关键路径D.里程碑清单答案：B解析：项目进度计划是进度模型的输出，展示活动之间的相互关联，以及计划日期、持续时间、里程碑和所需资源。项目进度计划中至少要包括每个活动的计划开始日期与计划结束日期。项目团队成员的工作是根据项目进度计划进行安排的。B参考答案包括了C与D的内容。2、Basedonthedesignandthecustomer'scriterianewequipmentbeingimportedfromanothercountrywillbeusedduringprojectimplementation.Theprojectmanageridentifiesthat,duetotheproject'slengthydeliverycycleuncontrollablefactorscouldaffecttheschedule.Whatshouldtheprojectmanagerdoifthenewequipmentdoesnotclearcustomsontime?Changetheplanandnotusetheequipment.UpdatetheriskMeetwiththecustomerandprojectteamtoassesstherisks.untiltheequipmentclearscustoms,andupdatetheprojectplan.A.变更方案，不使用此设备。B.更新风险登记册。C.与客户和项目团队开会评估风险。D.等待设备入关并更新项目计划。答案：C解析：面对不确定性，项目经理与客户和项目团队开会评估风险是一种积极的做法。评估风险后制定应对措施。3Afteraproductisreleasedforuseracceptancetesting,severaldefectsarefound.Thisresultsintheproductbeingrejectedbythewhatshouldtheprojectmanagerdonext?Reviewthequalitymanagementplanusingthedefectanalysisacceptancetesting,andupdateifnecessary.Advisethecustomerthatthedefectsarewithintheproducttolerancelimitsoutlinedinthequalitymanagementplan.Meetwiththeprojectteamtoreviewtheproduct'srequirementspecifications.Holdaprojectteammeetingtoidentifytheproblemsthetimeoftheoccurrenceandwhyitoccurred.B.通知客户，缺陷在质量管理计划中概述的产品公差范围内。C.与项目团队开会审查产品的需求规范。D.召开项目团队会议，识别问题、发生的时间以及为什么会发生。答案：D解析：遇到问题首先分析问题、识别原因、然后解决问题。5/14每日小练习1-3答案及解析：CCA1、Duringaproject’stestingphase,theprojectteamlearnsofasoftwaretoolthatcouldhavereducedtheproject’sdevelopmenteffortby40days.Whereshouldthisberecorded？ProcurementdocumentsProjectorphaseclosuredocumentsLessonslearnedknowledgebaseChangelog在项目的测试阶段，项目团队得知一款软件工具能够减少项目的开发工作40天时间。这些应记录在哪里？A.采购文件B.项目或阶段收尾文件C.经验教训知识库D.变更日志答案：C解析：组织过程资产需要及时更新，无需等到项目或阶段结束。无论是团队生成的经验教训还是团队获取的经验教训，都属于经验教训知识库。2、Acompanyprovidesthefollowingannualdataforthecostofquality(COQ):Toreduceoverallappraisalcosts,onwhatshouldthecompanyfocus?A.ReworkB.DocumentationofprocessesC.TestingD.Training公司提供了以下质量成本（COQ）的年度数据：为了降低总体评价成本，公司应该重点关注哪一点？A.返工B.过程文档C.测试D.培训答案：C解析：B、C、D都属于一致性成本，其中过程文档和培训属于预防成本，测试属于评价成本。3、Akeyprojectteammemberrequeststoleavethecompanyforpersonalreasons.Thiswillpreventtheprojectfrombeingcompletedasplanned,whatshouldtheprojectmanagerdo?Detailtheissueintheriskandrequestareplacement.Askthedepartingdepartmentforareplacementwithcomparableabilities.C.Recordtheissueonawatchlist,andadjusttheprojectplanbasedonavailablepersonnel.D.Askcompanymanagementtoholdtheteammemberuntiltheprojectiscomplete.某项目中的一个重要团队成员由于个人原因要求离开公司，这将导致该项目无法按计划完成。项目经理下一步该怎么办？A.在风险登记册详细记录该问题，并申请替代人员。B.跟离职员工的部门沟通，要求获得同等能力的团队成员补充到项目中。C.将该问题记录到观察清单，并按照现有人员条件调整项目计划。D.和公司管理层汇报，要求公司和该成员沟通，等项目完成后再离职。答案：A。解析：识别到风险之后，首先应该记录下来更新进风险登记册，然后制定应对措施。5/15每日小练习1-3答案及解析：CDC1、Duringimplementation,acustomerrequestsachangetoaproduct.Theprojectmanagerinitiatesthechangerequesttoincorporatethenewrequirements,andthechangeisapproved.weeksthescheduleperformanceindexSPI)decreasesto0.89Accordingtotheprojectteam,thedecreaseisduetotherecentchangeWhatshouldtheprojectmanagerhavedonetopreventthisissue?ReviewedthescheduleperformancebaselineConductedearnedvalueassessmentImplementedconfigurationmanagementactivitiesCrashedtheschedule,andupdatedthetimemanagementplan求对品进一项更项经理启了变请求程包新的需且更获得准两后，进度绩效指数（SPI）降到 0.89.据项目团队称，是由于最近的变更导致SPI降低。若要防止这个问题，项目经理？A.审查进度绩效基准B.开展挣值评估C.实施配置管理活动D.赶工，并更新时间管理计划参考答案C。解析：SPI=0.89进度落后是由于变更导致，变更请求应该由配置管理系统中规定的过程进行指导与监督。Thecompanyrequiresaspecificserviceforaproject,butthecapabilitydoesnotexistwithintheprojectteam.Whichofthefollowingdocumentsshouldbeusedtofindavendorwhichprovidesthebestservice,price,andminimalrisk?A.RequestforinformationB.RequestforproposalC.StatementofworkD.ProcurementmanagementplanA.信息邀请书B.建议邀请书C.工作说明书D.采购管理计划参考答案：D。ABDuringprojectinitiation,theprojectmanagerwantsafullunderstandingoftheprojectscope.Aheadtotheprojectcharter’sapproval,whichdocumentwouldhelptheprojectmanagerobtainthisUnderstanding?A.BusinesscaseB.ProjectscopestatementC.ProjectstatementofworkD.ContractA.商业论证B.项目范围说明书C.项目工作说明书D.合同参考答案：C。解析：项目章程批准前，SOW是最早描写项目范围的文件，B项目范围说明书是在项目章程批准之后才制定的。5/16每日小练习1-3答案及解析：AACAcompanymustselectasellerfortheirsoftwareimplementationproject.Theprojectmanagercannotaccuratelyestimatetheextentoftheworkorthecosts.Whattypeofcontractshouldtheprojectmanagerconsider?TimeandmaterialFirm-fixed-priceFixed-price-incentive-feeCost-plus-fixed-feeA.工料合同B.固定总价合同C.总价加激励费用合同D.成本加固定费用合同参考答案：A解析：在A和D中，选工料合同对买卖双方都有利,工料合同兼具固定总价合同和成本合同的特点。Theprocurementdepartmentsubmitsarequestforproposal(RFP)topotentialvendorstoexecuteaproject.Afterthebidderconferences,theprojectmanagerreceivesanemailfromvendorrequestingclarificationoftheshouldtheprojectmanagerdonext?A.AmendtheRFPwiththeclarificationandresendittoallthevendorsB.EmailallthevendorswiththeclarificationC.EmailvendorAwiththeclarificationD.Obtainmanagement’sapprovalbeforesendingtheinformation（RA清RFPA.修订RFP，增加澄清意见，并将其重新发送给所有供应商B.向所有供应商发送具有澄清意见的电子邮件C.向供应商A发送具有澄清意见的电子邮件D.发送信息之前获得管理层的批准参考答案：A。Afterlearningofapotentialprojectchange,theprojectmanagerperformsanimpactanalysis.Theprojectmanagerthenpresentsthechangerequesttothechangecontrolboard(CCB)toreviewandapproval.TheCCBapprovesthechangeandreleasesitforimplantation.Whatshouldtheprojectmanagerupdatefirst?A.RiskregisterB.ProjectcharterC.ProjectmanagementplanD.Qualitymanagementplan审查和CCB项目经理首先更新那一项内容？A.风险登记册B.项目章程C.项目管理计划D.质量管理计划参考答案：C。解析：变更请求获得了CCB批准后，首先更新项目管理计划。5/17每日小练习1-3答案及解析：BDDdate,theprojecthasbeenprogressingmoothly.Anewprojectmanagerisassignedandthereisadisagreementwithavendorontheamountandpriceoftheworkcompleted.Whichdocumentshouldtheprojectmanagerconsulttodetermineworktobecompleted?A.StatementofworkB.NegotiatedcontractC.ProcurementplanD.NoticetoproceedA.工作说明书B.协商合同C.采购计划D.继续进行的通知参考答案：B。解析：合同中包括了工作说明书或可交付成果描述。Theprojectsponsordefinesaproductdevelopment’sbudgetatUS$5million.Theproductiswell-Definedandmustbemarketedin10monthstocompetewithotherproducts.Aninitialfeasibilitystudyshowsthatallconstraintscannotbemet.Whatshouldtheprojectmanagerdonext?A.Developariskmanagementplantomanagethedifficultiesofmeetingscope,time,andcostconstraints.theprojectandusetheprojectscopemanagementprocessestoreducethescopeatalatertimeC.Accepttheproject,astheprojectsponsorpromisestoapproveachangerequestafterthePjectapprovalfromtheprojectsponsorafteramendingoneormoreconstraints2.50010A.制定一份风险管理计划，用于管理满足范围、时间和成本制约因素的困难B.启动项目并使用项目范围管理过程，在之后减少范围C.接受该项目，因为项目发起人承诺在项目开始之后批准一项变更请求D.在修正一项或多项制约因素之后，寻找项目发起人对项目的批准参考答案：D。Theprojectmanagerplanstopurchaseconcreteforabuildingconstructionproject,thequalityofthematerialsisconsistentamongallvendors,leavingpriceasthemajordifference.Whichtypeofvendorresponseshouldtheprojectmanagerrequest?A.RequestforinformationB.RequestforproposalC.StatementofworkD.RequestforquotationA.信息请求B.建议邀请书C.工作说明书D.报价邀请书参考答案：D。解析：题干说供应商的材料质量都一样，只有价格有区别，选报价邀请书。5/18每日小练习1-3答案及解析：DDDAprojectsponsorandaprojectmanageraredevelopingaprojectcharterforanewenergyplant.Thereareseveralplantlocationsunderconsideration,whichcouldinfluenceprojectcost.selectthemostappropriatelocation,whichofthefollowingshouldtheprojectsponsorandprojectmanagerworkonfirst?A.BusinessneedB.ProjectscopestatementC.ProjectbudgetD.BusinesscaseA.商业需求B.项目范围说明书C.项目预算D.商业论证参考答案：D解析：商业论证，制定项目章程的输入：从商业角度论证项目是否值得投资。Duringprojectclosure,avendordidnotfulfillacontractualobligationtosubmitmandatorydocumentation,whichleadstoadispute.Whatshouldtheprojectmanagerdotosettlethedisputewiththevendor?A.Leveragegain-sharingB.RecordthedisputeintheprojectdocumentsC.SettlethedisputeinacourtoflawD.SeekalternatedisputeresolutionsA.利用收益分享B.在项目文件中记录该纠纷C.在法院中解决该纠纷D.采取其他纠纷解决方案参考答案：D。解析：若要解决纠纷有三个方法，顺序为：①友好协商：比如谈判。②ADR替代争议解决：比如调解、仲裁。③诉讼。Duringtheclosingphase,theprojectmanagerclosesalloftheprocurementsfirst.Onavendordisputestheapplicationoftheliquidateddamageclausefordelayindelivery.Theprojectmanagerretrievesinformationrequiredfortheliquidateddamageclauseandcorrespondingdocumentationtoestablishthecorrectnessofthecharge.Whichofthefollowinghelpstoretrieveallinformationandsupportingdocuments?A.InspectionandauditreportsB.ProjectmanagementplanC.ContractchangecontrolsystemD.RecordsmanagementsystemA.检查和审计报告B.项目管理计划C.合同变更控制系统D.记录管理系统参考答案：D。解析：项目经理采用记录管理系统来管理合同、采购文档和相关记录。该系统中包含可检索的合同文件和往来函件档案。5/19每日小练习1-3答案及解析：AABTheprojectmanagerplanstopurchaseconcreteforaconstructionprojectoverthenextthreeyears.Duetoinsufficientlocalmarketinformation,theprojectmanagerisunabletoforecastfutureconcretepricetrends.Whichcontracttypeshouldtheprojectmanagerusewithconcretesupplier?A.Fixed-price-with-economic-price-adjustmentB.Fixed-price-incentive-feeC.Cost-plus-incentive-feeD.Cost-plus-fixed-feeA.总价加经济价格调整合同B.总价加激励费用合同C.成本加激励费用合同D.成本加固定费用合同参考答案：A。（Aprojectmanagertakesoveraprojectintheexecutionphase.Theprojectmanagerfindsthepreviousprojectmanagerhadissueswithsomeexternalstakeholdersandsomeseniormanagerswereoftenabsentfromstatusmeetings.Whatshouldthecurrentprojectmanagerdonext?A.ReviewthestakeholdermanagementplanB.ReviewthestakeholderreportingplanC.DevelopstakeholderteambuildingplanD.MeetwithstakeholderstoexplaintheprojectreportingmanagementplanA.审查干系人管理计划B.审查干系人报告计划C.制定干系人团队建设计划D.与干系人开会，解释项目报告管理计划参考答案：A。解析：项目经理发现一些外部干系人存在问题，高级经理经常缺席会议。说明干系人管理没有做好，应该审查干系人管理计划，按既定的策略有效调动干系人参与。Anewlyhiredprojectmanagerreviewstheprojectcharterandfindsthatsomestakeholdersmaynothavebeenincluded.Howshouldthenewprojectmanagervalidatethestakeholderregister?IdentifyonlythepeoplewhoareactivelyinvolvedwiththeprojectB.Identifyanyonewhoisinvolved,orhasaninterestintheprojectC.Includeonlythepeoplewhohaveamajorinterestintheprojecttheexecutivemanagement3.一名新雇佣的项目经理审查项目章程时发现可能未将一些干系人包括在内。新项目经理应该如何核实干系人登记册？A.仅识别主动参与项目的人员B.识别参与项目或在项目中享有利益的任何人C.仅包含在项目中享受重大利益的人员D.包含公司的高级管理层参考答案：B。解析：需要识别所有项目干系人。ACD比较片面。5/20每日小练习1-3答案及解析：CCDAfterbeingassignedtoanewproject,theprojectmanagerreceivesadraftoftheprojectcharter.Theprojectmanagerrealizesthatsomekeystakeholderswerenotinvolvedinthedefinitionoftheinitialspecifications.Whatshouldtheprojectmanagerdonext?A.Obtainfinalapprovaloftheprojectcha