2025年PMP真题卷含专项练习

2025年PMP真题卷含专项练习考试时间：______分钟总分：______分姓名：______一1.Theprojectmanagerisfacilitatingasessiontoidentifypotentialrisksfortheproject.Whattechniqueisbeingused?A.BrainstormingB.SWOTanalysisC.DelphitechniqueD.Rootcauseanalysis2.Aprojectisinthemonitoringandcontrollingphase.Theprojectmanagerdiscoversthattheprojectissignificantlybehindschedule.Whatistheprimaryconcernfortheprojectmanager?A.UpdatingthecommunicationmanagementplanB.Conductingapost-mortemanalysisC.ImplementingschedulevariancecontrolmeasuresD.Negotiatingscopechangeswiththesponsor3.WhichofthefollowingisakeyoutputoftheDevelopProjectManagementPlanprocess?A.ProjectcharterB.ProjectbaselineC.StakeholderregisterD.Risk登记册4.Aprojectteammemberhascompletedtheirassignedtasksbuthasnotprovidedthedeliverablestotheprojectmanagerasplanned.Whatshouldtheprojectmanagerdofirst?A.ReassignthetasktoanotherteammemberB.DiscusstheissuewiththeteammemberandclarifyexpectationsC.ImmediatelyfileaformalperformancereportD.Reviewtheprojectscheduleforapprovedchanges5.Theprojectmanagerisworkingwiththeprocurementmanagertoselectavendorforacriticalprojectcomponent.Whattypeofprocurementmethodisthisprojectlikelyusing?A.SinglesourcingB.CompetitivebiddingC.NegotiationD.Invitationforbids二6.Aprojectrequirestheintegrationofteammemberswithdiverseskillsandbackgrounds.Whichofthefollowingisthemostimportantfactorfortheprojectmanagertofocusontoensuresuccessfulteamintegration?A.EstablishingclearrolesandresponsibilitiesB.Conductingregularteam-buildingactivitiesC.ImplementingacomprehensivecommunicationplanD.Providingequalopportunitiesforteammembers7.Theprojectmanagerisdevelopingariskresponseplanforaidentifiedriskthatcouldnegativelyimpacttheprojectschedule.Whichofthefollowingstrategiesshouldbeconsidered?A.AvoidtheriskB.TransfertherisktoathirdpartyC.AccepttheriskD.Alloftheabove8.Aprojectteamisexperiencingconflictduetodifferingopinionsontheproject'sscope.Whatistheprojectmanager'sroleinresolvingthisconflict?A.FacilitateameetingtodiscussthedifferencesandfindacommongroundB.SidewiththeteammemberswhoagreewiththeirowninitialassessmentC.ImmediatelyescalatetheconflicttoseniormanagementD.Ignoretheconflictandhopeitresolvesitself9.Theprojectmanagerispreparingtoconductastakeholderanalysis.Whichofthefollowinginformationismostimportanttocollectduringthisprocess?A.Stakeholder'sinterestsandinfluenceB.Stakeholder'scontactinformationandpreferredcommunicationmethodsC.Stakeholder'ssatisfactionwithpastprojectsD.Stakeholder'sroleintheprojectorganizationchart10.Aprojectrequirestheuseofspecializedsoftwarethatisnotcurrentlyavailableontheteammembers'computers.Whatistheprojectmanager'sfirststepinaddressingthisissue?A.PurchasethesoftwareforallteammembersB.IdentifyalternativesolutionsthatdonotrequirenewsoftwareC.RequestapprovalfromthesponsortopurchasethesoftwareD.Informtheteamthattheyneedtoupgradetheirowncomputers三11.TheprojectmanageristrackingprojectprogressusingaGanttchart.Thechartshowsthattheprojectisbehindschedule.Whatshouldtheprojectmanagerdonext?A.AdjusttheprojectscheduletoaccommodatethedelayB.InvestigatethecausesofthedelayanddevelopcorrectiveactionsC.InformthesponsoraboutthedelaywithouttakinganyactionD.Requestadditionalresourcestocatchupontheschedule12.Aprojectteammemberidentifiesapotentialriskthatcouldhaveasignificantimpactontheproject'sbudget.Whatshouldtheprojectmanagerdo?A.IgnoretheriskasitistooearlytotakeactionB.AssesstheriskanddevelopariskresponseplanC.InformtherisktotheteammemberonlyandaskthemtofindasolutionD.Immediatelyescalatetherisktothesponsorandstopallprojectactivities13.TheprojectmanagerismanagingaprojectthatisusingAgilemethodologies.WhichofthefollowingisakeycharacteristicofAgileprojectmanagement?A.DetailedandcomprehensiveprojectplansB.IterativeandincrementaldevelopmentC.StrictadherencetoalinearprojectscheduleD.Minimalstakeholderinvolvementthroughouttheproject14.Aprojectisnearingcompletion,andtheprojectmanagerispreparingthefinalprojectreport.Whatisthemostimportantaspecttoincludeinthisreport?A.AdetaileddescriptionoftheprojectteamB.AsummaryoftheprojectperformanceandoutcomesC.AnextensivelistofallprojectactivitiescompletedD.Acomprehensiveanalysisoftheproject'sfinancialperformance15.Theprojectmanagerisworkingwithavendortodeliveraprojectcomponent.Thevendorisunabletomeettheagreed-upondeliverydate.Whatshouldtheprojectmanagerdo?A.ImmediatelyterminatethecontractwiththevendorB.NegotiateanewdeliverydatewiththevendorC.BlamethevendorforthedelayandreportthemtotheirmanagementD.Donothingastheprojectscheduleisalreadyflexible四16.Aprojectrequiresthecollectionofdatafromvarioussourcestosupportdecision-making.Whichofthefollowingtechniquesisbestsuitedforthispurpose?A.ObservationB.FocusgroupsC.DataanalysisD.Expertjudgment17.Theprojectmanagerisresponsibleformanagingtheproject'sbudget.Whichofthefollowingdocumentsistheprojectmanagerprimarilyconcernedwithwhenmanagingthebudget?A.ProjectscheduleB.ProjectscopestatementC.ProjectbudgetD.Projectresourceplan18.Aprojectteammemberisnotperformingasexpected,anditisaffectingtheproject'sprogress.Whatisthefirststeptheprojectmanagershouldtake?A.DocumenttheperformanceissuesandsubmitaformalcomplaintB.MeetwiththeteammembertodiscusstheperformanceexpectationsandprovidefeedbackC.ReplacetheteammemberwithsomeonewhoismorecapableD.Informtheteammember'sdirectsupervisorabouttheissue19.Theprojectmanagerisconductingastakeholderanalysisandidentifiesastakeholderwhohashighpowerandlowinterestintheproject.Whatistheprojectmanager'srecommendedapproachformanagingthisstakeholder?A.KeepthestakeholderinformedandinvolvedthroughouttheprojectB.Monitorthestakeholder'sinterestsandaddressanyconcernsastheyariseC.MinimizecommunicationwiththestakeholdertoavoidunnecessaryissuesD.Focusonmanagingthestakeholder'sinterestsandmaintainingapositiverelationship20.Aprojectrequirestheintegrationofworkfrommultipleteamswithdifferentexpertise.Whichofthefollowingisthemostimportantfactorforensuringsuccessfulintegration?A.ClearandconsistentcommunicationamongteammembersB.DetailedtechnicaldocumentationforeachteamC.RegularprogressmeetingswithallteamleadersD.Acomprehensiveprojectmanagementplanthatoutlinesintegrationpoints五21.Theprojectmanagerispreparingtoconductakick-offmeetingfortheproject.Whichofthefollowingisthemostimportantelementtoincludeinthemeetingagenda?A.AdetaileddiscussionoftheprojectbudgetB.AnoverviewoftheprojectscopeandobjectivesC.AlistofallprojectteammembersandtheirrolesD.Ascheduleofallupcomingprojectmeetings22.Aprojectteammembersuggestsacreativesolutiontoaprojectproblemthathasnotbeenconsideredbefore.Whatshouldtheprojectmanagerdo?A.DiscardthesuggestionasitisnotconventionalB.ExplorethefeasibilityofthesuggestionandevaluateitspotentialimpactontheprojectC.InformtheteammemberthattheirideaisnotrelevanttotheprojectD.Requestapprovalfromthesponsorbeforeconsideringthesuggestion23.Theprojectmanagerismanagingaprojectwithalimitedbudget.Whichofthefollowingisthemosteffectivewaytomanagetheproject'sscopetostaywithinthebudget?A.Eliminateallnon-essentialprojectfeaturesB.PrioritizeprojectdeliverablesbasedontheirvalueandimportanceC.RequestadditionalfundingfromthesponsorD.Extendtheprojectscheduletoaccommodatethebudgetconstraints24.Aprojectteammemberisexperiencingpersonalissuesthatareaffectingtheirworkperformance.Whatistheprojectmanager'sresponsibilityinthissituation?A.TerminatetheteammemberforpoorperformanceB.Ignoretheissueasitistheteammember'spersonalproblemC.OffersupportandresourcestohelptheteammembercopewiththeirissuesD.Reporttheteammembertohumanresourcesfordisciplinaryaction25.Theprojectmanagerisclosingoutaprojectandneedstoobtainformalacceptancefromthestakeholder.Whatisthemosteffectivewaytoachievethis?A.SendanemailtothestakeholderconfirmingtheirsatisfactionwiththeprojectdeliverablesB.ScheduleameetingwiththestakeholdertodiscusstheprojectoutcomesandobtaintheirformalacceptanceC.PrepareaformalprojectclosurereportandsubmitittothestakeholderforapprovalD.Informthestakeholderthattheprojectisautomaticallyconsideredclosedoncealldeliverablesarecompleted试卷答案1.A解析思路：头脑风暴法（Brainstorming）是一种广泛用于生成想法和解决方案的技术，特别适用于风险识别阶段，鼓励团队成员自由地提出所有可能的风险想法。SWOT分析关注优势、劣势、机会和威胁，Delphi技术用于获取专家对复杂问题的共识，根因分析用于识别问题根本原因。题目描述的场景最符合头脑风暴法的定义。2.C解析思路：在监控和控制阶段，发现项目进度落后是关键问题。首要任务是识别造成延迟的原因，并采取措施控制进度偏差，确保项目按计划进行或找到合适的调整方案。更新沟通计划、进行事后分析属于项目收尾阶段的工作，与当前应对进度落后的紧迫性较低。未经评估直接调整进度或谈判范围变化不是最优第一步。3.B解析思路：项目管理计划是一个综合性的文件，其关键输出是项目基准（ProjectBaseline），它包括范围基准、进度基准和成本基准，为项目绩效测量提供了依据。项目章程是项目启动阶段的输出，干系人登记册是规划干系人管理的输出，风险登记册是规划风险管理和监控风险管理的输出，但它们不是DevelopProjectManagementPlan过程的核心输出。4.B解析思路：当团队成员未按计划交付deliverables时，项目经理首先应进行沟通。与团队成员讨论，明确任务要求、当前进展、遇到的困难以及期望的完成时间，有助于解决潜在的问题，确保任务按时完成。其他选项如重新分配、立即正式报告或检查计划变更，可能是在沟通无效或情况更严重后的步骤。5.C解析思路：与供应商选择关键组件进行合作，通常涉及谈判过程。谈判允许项目团队与潜在供应商就价格、条款、交付时间和其他合同细节进行协商，以达成双方可接受的结果。单sourcing是指只从一个供应商处采购，竞争性招标通常用于大型或复杂采购，邀请招标是向预先选定的供应商发出邀请。6.C解析思路：确保团队成功整合的关键在于有效的沟通。项目初期建立清晰、全面的沟通计划，明确沟通频率、渠道、内容和参与者，能够促进信息流通，减少误解，建立团队共识，从而实现顺利整合。虽然其他选项也很重要，但沟通是整合的基础。7.D解析思路：对于可能对项目进度产生负面影响的风险，项目管理计划应考虑多种应对策略。避免风险（将项目活动改变以消除风险或其影响）、转移风险（将风险的应对责任转移给第三方）和接受风险（包括主动接受和被动接受）都是常见的风险应对策略。因此，所有选项A、B、C都是应考虑的策略。8.A解析思路：项目范围冲突时，项目经理的角色是中立的facilitator（促进者）。应组织一个会议，提供一个开放的环境让相关团队成员表达各自的观点和理由，引导讨论，寻找共同点或妥协方案，以达成一致的解决方案。sidingwith一方、立即升级或忽视冲突都不是专业的管理方式。9.A解析思路：干系人分析的核心目的是了解干系人的需求、期望、利益（Stakeholder'sinterests）以及他们对项目施加的影响力（influence）。这些信息对于制定有效的干系人参与策略至关重要。收集联系方式和偏好是后续沟通的基础，满意度是分析结果之一，组织结构图提供背景信息，但核心是利益和影响力。10.B解析思路：当项目需要特定软件而团队目前没有时，项目经理的首要步骤是评估和识别是否有替代方案。例如，是否可以使用免费或开源的类似软件，或者是否有其他方法可以完成相同的工作。只有当替代方案不可行时，才需要进入采购流程（如选项C）或考虑其他资源获取方式（如选项A）。直接要求升级电脑（选项D）通常是个人责任，除非项目资源可以支持。11.B解析思路：Gantt图显示进度落后后，项目经理的正确第一步是调查延迟的根本原因。这包括分析造成偏差的因素（如资源不足、技术难题、范围变更等），然后基于分析结果制定并实施纠正措施，以将项目拉回正轨。简单调整进度（A）可能治标不治本，不采取行动（C）或仅请求更多资源（D）都不是解决根本问题的有效方法。12.B解析思路：团队成员识别出的潜在高影响风险，项目经理应立即行动。首先需要评估该风险的严重性、可能性和应对难度，然后基于评估结果制定一个风险应对计划，包括如何减轻、转移或接受该风险。忽视风险（A）或仅告知个人（C）都可能导致问题恶化。立即升级并停止所有活动（D）通常是过度反应，除非风险极其严重。13.B解析思路：敏捷项目管理的核心特征之一是迭代和增量式开发。项目被分解为多个短周期的迭代（sprints），每个迭代都产生可工作的产品增量，并允许根据反馈进行调整。其他选项描述的是传统瀑布模型或并非敏捷的核心特征（如详细计划、严格线性、最小参与）。14.B解析思路：项目收尾时，最终项目报告最重要的部分是总结项目的整体绩效和成果。这包括项目是否达成目标、关键绩效指标（如时间、成本、范围）的达成情况、主要成就、经验教训等。其他内容如团队描述（A）、活动列表（C）、财务分析（D）也很重要，但总结绩效和成果是报告的核心价值。15.B解析思路：当供应商无法按时交付时，项目经理应首先尝试与供应商进行沟通和协商。讨论导致延迟的原因，评估可能的新交付日期，并商定一个双方都能接受的调整方案。立即终止合同（A）可能过于严厉且成本高昂，指责（C）无助于解决问题，不采取行动（D）会延误项目。16.C解析思路：当需要收集数据以支持项目决策时，数据分析技术是最佳选择。数据分析包括各种定量和定性技术，用于检查数据、识别模式、建立关系、揭示趋势，从而为决策提供依据。观察（A）适用于直接行为观察，焦点小组（B）用于收集观点，专家判断（D）用于缺乏数据时，但核心需求是分析现有或收集到的数据。17.C解析思路：项目经