2009年項(xiàng)目管理考試PMP精選試題三

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相關(guān)鏈接：2009年項(xiàng)目管理考試PMP精選試題二

1．The PM distributed a document to the stakeholders which described the software to be developed, the functionality, the users it would serve and the installation timeline. The document was an example of     .
A）Product scope
B）Project scope
C）A combination of project and product scope
D）It was not complete enough to be either a product or a project scope document
項(xiàng)目經(jīng)理給項(xiàng)目干系人分發(fā)了一個(gè)文件，這個(gè)文件描述了將要開發(fā)的軟件，有關(guān)功能，服務(wù)的用戶和安裝期限。這份文件屬于    。
A）產(chǎn)品范圍
B）項(xiàng)目范圍
C）項(xiàng)目和產(chǎn)品范圍的結(jié)合
D）既不完全屬于項(xiàng)目范圍也不完全屬于產(chǎn)品范圍

2. A project manager a deliverable from one of the team members to provide to the customer. While looking at the deliverable, the project manager notice the document is smaller than what the expected and does not contain what he thought it should. The project manager should FIRST:
A. discuss it with the team member
B. contact the team member’s manager to get that person additional training
C. audit the development process
D. complete product verification
一個(gè)項(xiàng)目經(jīng)理從一個(gè)團(tuán)隊(duì)成員那里收到一項(xiàng)應(yīng)提交給客戶的可交付成果。在查看這項(xiàng)可交付成果時(shí)，項(xiàng)目經(jīng)理注意到該文件比預(yù)期的要少一些并且沒有他認(rèn)為應(yīng)該包括的內(nèi)容。這個(gè)項(xiàng)目經(jīng)理應(yīng)該首先：
A．與該團(tuán)隊(duì)成員討論
B．與該團(tuán)隊(duì)成員的經(jīng)理聯(lián)系，讓那個(gè)人接受額外的培訓(xùn)
C．審計(jì)開發(fā)過(guò)程
D．完成產(chǎn)品確認(rèn)

3．Product verification is different from scope verification, product verification:
A. occurs during the execution phase
B. verifies that the correct products have been used
C. obtains customer sign-off
D. makes sure all work is completed
產(chǎn)品確認(rèn)不同于范圍確認(rèn)，產(chǎn)品確認(rèn)：
A．在實(shí)施階段發(fā)生
B．確認(rèn)使用了正確的惡產(chǎn)品
C．獲得客戶的簽字認(rèn)可
D．確保所有工作都已完成

4．A prerequisite of effective time management is    .
A）knowing the dictated project completion date
B）having the most advanced software package for project planning, scheduling, and control
C）having a good project WBS which identifies the major project deliverables and tasks, and the person responsible for each of them
D）having a well staffed scheduling department
有效時(shí)間管理的先決條件是    。
A）了解口述的項(xiàng)目完工日期
B）擁有最先進(jìn)的項(xiàng)目計(jì)劃，進(jìn)度規(guī)劃和控制軟件包
C）擁有一個(gè)良好的WBS來(lái)指明主要的項(xiàng)目可交付成果，任務(wù)和責(zé)任人
D）擁有一個(gè)良好的進(jìn)度規(guī)劃團(tuán)隊(duì)

5．The critical path is    .
A）is the earliest series of events and activities which have the highest technical risk in the project
B）is the series of events and activities which have the highest cost in the project
C）is the longest chain of events and activities from today’s date to the end of the project, if the plan represented by the current network plan is executed
D）is an interesting concept, but is has little significance to the project functional managers assigned to the project
關(guān)鍵路徑   。
A）是一系列在項(xiàng)目中具有最高技術(shù)風(fēng)險(xiǎn)的事情和活動(dòng)
B）是一些列在項(xiàng)目中具有最高成本的事件和活動(dòng)
C）如果按現(xiàn)有網(wǎng)絡(luò)計(jì)劃執(zhí)行的話，使項(xiàng)目生命期中最長(zhǎng)的一系列事件和活動(dòng)
D）是一個(gè)有趣的概念，對(duì)于項(xiàng)目的職能經(jīng)理來(lái)說(shuō)影響不大

6. When choosing the most appropriate form of project organization, the first step is to—
A. Create the WBS and let it determine the project organizational structure
B. Produce an initial project plan and determine the functional areas responsible for each task
C. Refer to the project charter developed by top management
D. Develop a project schedule, including a top-down flowchart, and identify the functional areas to perform each task
在選擇最佳的項(xiàng)目組織形式時(shí)，第一步是：    。
A 建立 WBS  ，并由它決定項(xiàng)目的組織結(jié)構(gòu)
B制度初期項(xiàng)目計(jì)劃，確定每項(xiàng)任務(wù)的職能領(lǐng)域
C 參考由最高管理層制定的項(xiàng)目章程
D 制定項(xiàng)目進(jìn)度表，包括流程圖，并確定負(fù)責(zé)單項(xiàng)任務(wù)的職能單位

7. Adjusting the timing of tasks so that resources are not over committed is called—
A. Resource leveling
B. Pair wise trade—off
C. The Multi-attribute Utility Theory 
D. Resource infringement
調(diào)整任務(wù)的時(shí)間安排以使得資源不被過(guò)分使用，這被稱為：    .
A 資源平衡使用
B 雙雙權(quán)衡
C 多屬性效用理論
D 資源浪費(fèi)

8. The Purpose of flowcharting is to    。
A. Help analyze how Problems occur
B. Show dependencies between tasks
C. Show the results of a process
D. Forecast future outcomes
流程圖表的作用是:   
A 幫助分析問(wèn)題如何出現(xiàn)
B 說(shuō)明各任務(wù)之間的相互關(guān)系
C 說(shuō)明流程的完成結(jié)果
D 預(yù)計(jì)未來(lái)的產(chǎn)出

9. The sponsor of the project you are managing asks you to compress the duration of the project. Which of the following is correct?
A. Crashing always shortens the time line but often increases risk.
B. Fast tracking often results in rework, and crashing often results in increased cost.
C. Crashing is only a viable alternative if earned value analysis indicates that the project is ahead of schedule and under budget.
D. Fast tracking will result in less parallel tasks than crashing the project.
你負(fù)責(zé)的項(xiàng)目的發(fā)起人告訴你壓縮項(xiàng)目的歷時(shí)。下述哪項(xiàng)是正確的?
A．趕工總會(huì)縮短項(xiàng)目歷時(shí)，但是經(jīng)常會(huì)增加風(fēng)險(xiǎn)。
B．快速跟進(jìn)經(jīng)常導(dǎo)致返工，趕工經(jīng)常導(dǎo)致成本增加。
C．如果掙值分析表明項(xiàng)目提前于進(jìn)度計(jì)劃，并且低于預(yù)算，則趕工是惟一一項(xiàng)可行的選項(xiàng)。
D．與趕工相比，快速跟進(jìn)將減少并行進(jìn)的任務(wù)的數(shù)量。

10. Activities in activity definition should be defined to meet the:
A. WBS layout.
B. Cost incentives.
C. Schedule goals.
D. Project objectives.
活動(dòng)定義過(guò)程中，應(yīng)該對(duì)活動(dòng)進(jìn)行定義，以便滿足：
A．工作分解結(jié)構(gòu)布局。
B．成本激勵(lì)。
C．進(jìn)度計(jì)劃目標(biāo)。
D．項(xiàng)目目標(biāo)。

11. Which of the following BEST explains why the team needs to approve the final schedule?
A. To ensure tasks can be completed as scheduled.
B. To enhance team buy-in and loyalty.
C. To get a better cost estimate.
D. To improve communication.
下列哪項(xiàng)能夠最準(zhǔn)確的解釋為什么團(tuán)隊(duì)需要審定最終進(jìn)度計(jì)劃?
A．為了確保能夠按進(jìn)度計(jì)劃完成任務(wù)。
B．為了提高團(tuán)隊(duì)的認(rèn)同和忠誠(chéng)度。
C．為了得到一個(gè)較好的成本估算。
D．為了改進(jìn)溝通。

12．In a fixed price contract which of the following holds true?
A）the seller agrees to use his best effort or fulfill the contract within the estimated contract amount
B）the seller agrees to perform a service or furnish supplies at the established contract price
C）if the amount of the contract is exceeded the seller is not obligated to perform further unless the buyer increases the funds
D）more risks is placed on the buyer
在一個(gè)固定價(jià)格合同中，下列哪一項(xiàng)是真的？
A）銷售商同意盡力在預(yù)算內(nèi)完成合同
B）銷售商同意以固定的合同價(jià)格提供服務(wù)
C）如果合同量超過(guò)預(yù)定的量，在不提價(jià)的情況下，銷售商沒有義務(wù)提供服務(wù)
D）由買方承擔(dān)更多的風(fēng)險(xiǎn)

13. What is the main focus of life-cycle costing?
A. Estimate installation costs
B. Estimate the cost of operation and maintenance
C. Consider installation costs in managing project costs
D. Consider operation and maintenance costs in managing project costs
生命周期成本計(jì)算是什么?
A．估算安裝費(fèi)用。
B．估算運(yùn)營(yíng)和維護(hù)費(fèi)用。
C．考慮管理項(xiàng)目成本中的安裝費(fèi)用。
D．考慮管理項(xiàng)目成本中的運(yùn)營(yíng)和維護(hù)費(fèi)用。

14. You are in the middle of project execution and find that you are running out of money due to unanticipated changes. What is the BEST thing to do ？
A. Crash or fast track the project.
B. Re-evaluate the risk analysis and contingency funding.
C. Ask for a change to the project budget.
D. Use resources that do not charge against the project.
你在項(xiàng)目實(shí)施階段的中期發(fā)現(xiàn)，由于未預(yù)料到的變更，你的錢要花光了。最佳的措施是什么?
A．對(duì)項(xiàng)目進(jìn)行趕工或快速跟進(jìn)。
B．重新評(píng)估風(fēng)險(xiǎn)分析結(jié)果和應(yīng)急資金。
C．要求對(duì)項(xiàng)目預(yù)算做變更。
D．使用不對(duì)項(xiàng)目收費(fèi)的資源。

15．A  PM has just been hired and is trying t gain the cooperation of others. What is the best from of power for gaining cooperation under these circumstances?
A） formal
B）referent
C）penalty
D）expert
一個(gè)剛剛受聘的項(xiàng)目經(jīng)理正在努力獲得他人的合作。在這種情況下，獲得合作的最佳權(quán)力形式是   。
A）正式權(quán)力
B）潛示權(quán)力
C）懲罰權(quán)力
D）專家權(quán)力

16. An input to team development is—
A. General management skill
B The project plan
C. The schedule, so that each team member can be assigned responsibility for specific work
Packages
D. The reward and recognition system
項(xiàng)目團(tuán)隊(duì)建設(shè)的必備因素是：    。
A 全面管理的技巧  
B 項(xiàng)目規(guī)劃
C 確定進(jìn)度表，使團(tuán)隊(duì)成員明確特定的工作任務(wù)及職責(zé)
D 鼓勵(lì)機(jī)制和工作業(yè)績(jī)認(rèn)可制度

17. The primary result of effective team development is—
A. Improved project performance
B. An effective, smoothly running team
C. An understanding by project team members that the project manager is ultimately responsible for project performances
D. Enhancement of the ability of stakeholders to contribute as individuates and team members
有效的團(tuán)隊(duì)建設(shè)導(dǎo)致的主要結(jié)果是：    。
A 項(xiàng)目執(zhí)行情況得到改善
B 一個(gè)高效率。運(yùn)作正常的團(tuán)隊(duì)
C 團(tuán)隊(duì)成員充分理解項(xiàng)目經(jīng)理對(duì)項(xiàng)目的執(zhí)行負(fù)最終責(zé)任
D 項(xiàng)目干系人作為個(gè)人和項(xiàng)目組成員發(fā)生的作用得以加強(qiáng)

18. Major difficulties arise when multiple projects need to be managed in the functional organizational structure because of—
A. The level of authority of the project manager
B. Conflicts over the relative priorities of different projects in competition for limited resources
C. Project team members who are focused on their functional specialty rather than on the project
D. The need for the project manager to use interpersonal skills to resolve conflicts informally
當(dāng)組織的功能結(jié)構(gòu)需要用來(lái)支持多個(gè)項(xiàng)目時(shí)，主要困難將會(huì)出現(xiàn)，這是由于：    。
A 項(xiàng)目經(jīng)理的權(quán)限造成
B 不同的項(xiàng)目?jī)?yōu)先順序發(fā)生矛盾，從而對(duì)有限的資源進(jìn)行競(jìng)爭(zhēng)
C 項(xiàng)目組成員對(duì)他們的專長(zhǎng)的關(guān)注超過(guò)了對(duì)項(xiàng)目本 
D 項(xiàng)目經(jīng)理需要運(yùn)用人際技巧來(lái)非正式地解決成員之間的沖突

19. A new testing center is going to be constructed over the next two years. The project sponsor and project manager have been identified and high-level estimates begun. It is expected that the project can be completed within budget and on schedule. The only difficulty is in acquiring the number of resources with the correct expertise to complete the work.  Under these circumstances, the project manager should spend more time creating a     .
A. risk analysis
B. responsibility assignment matrix
C. responsibility chart
D. resource-limited schedule
一個(gè)新測(cè)試中心將在兩年內(nèi)建成。項(xiàng)目發(fā)起人和項(xiàng)目經(jīng)理已經(jīng)確定并且高層次估算已經(jīng)開始。預(yù)計(jì)該項(xiàng)目可以在預(yù)算內(nèi)按進(jìn)度計(jì)劃完成。惟一的難點(diǎn)是獲得完成工作所需的具有正確專門技能的資源數(shù)量。在這種情況下，項(xiàng)目經(jīng)理應(yīng)花更多時(shí)間建立：
A．風(fēng)險(xiǎn)分析
B．責(zé)任分配矩陣
C．責(zé)任圖
D．受資源限制的進(jìn)度計(jì)劃

20. A project team is worried that the integration of the components of the project will result in uncovering flaws.  Instead of continuing their work, they are constantly looking for flaws to try to prevent their system from being the only one found to have flaws during integration. It might be BEST for the project manager to:
A. smooth the situation.
B. compromise the situation.
C. tell the team to create quality testing plans.
D. let management know of the concern.
一個(gè)項(xiàng)目團(tuán)隊(duì)擔(dān)心項(xiàng)目要素的整合將導(dǎo)致暴露缺陷。他們放棄繼續(xù)工作，取而代之的是他們一個(gè)勁地尋找缺陷，試圖防止他們的系統(tǒng)在整合期間被發(fā)現(xiàn)是惟一有缺陷的系統(tǒng)。對(duì)項(xiàng)目經(jīng)理來(lái)說(shuō)，選擇做下列哪項(xiàng)可能是最好的?
A．消除這種情況。
B．折衷這種情況。
C．讓團(tuán)隊(duì)制定質(zhì)量測(cè)試計(jì)劃。
D．讓管理層了解他們的擔(dān)心。

21. Which of the following BEST describes how a work breakdown structure can be used to determine resources?
A. The task that the WBS provides breaks the project into one-person tasks.
B. The small tasks that the WBS provides make it easier to determine what expertise is needed.
C. It lists the names of the resources to be used.
D. It enables management to list the resource hierarchy.
下列哪項(xiàng)能最佳地描述如何使用工作分解結(jié)構(gòu)來(lái)確定資源?
A．WBS提供的任務(wù)把項(xiàng)目分解成個(gè)人任務(wù)。
B．WBS提供的小任務(wù)更便于確定需要什么專業(yè)技能。
C．它列出將要使用資源的名稱。
D．它使管理層能夠列出資源層次。

22．What is the primary, underlying reason that conflict exists in organizations today?
A）conflicting project and functional objectives
B）the tremendous amount of change that has occurred in the work place
C）environmental constraints.
D）personality clashes
什么是當(dāng)今項(xiàng)目沖突的首要和潛在原因？
A）項(xiàng)目目標(biāo)和職能部門目標(biāo)的沖突
B）在工作中產(chǎn)生的大量的變更
C）環(huán)境的限制
D）個(gè)人之間的沖突

23．The main purpose of documenting and disseminating the project plan is    .
A）reduce uncertainty in project execution
B）communicate with the project stakeholders
C）improve cost controls
D）evaluate other technical solutions
將項(xiàng)目計(jì)劃文檔化并分發(fā)，其主要目的是   。
A）減少項(xiàng)目執(zhí)行的不確定性
B）與項(xiàng)目厲害關(guān)系者進(jìn)行溝通
C）改進(jìn)對(duì)項(xiàng)目費(fèi)用的控制
D）評(píng)估其他的技術(shù)方案

24. The major difference between the project coordinator and project expeditor forms of organization is that—
A. Strong commitment to the project usually does not exist in the project expeditor form of organization
B. The project coordinator cannot personally make or enforce decisions
C. The project expeditor acts only as an intermediary between management and the project team
D. The project coordinator reports to a higher level manager in the organization
組織采用項(xiàng)目協(xié)調(diào)員和項(xiàng)目特派員形式的主要區(qū)別在于：    。
A 在項(xiàng)目特派員形式中，通常不存在對(duì)項(xiàng)目強(qiáng)烈的投入感
B 項(xiàng)目協(xié)調(diào)員個(gè)人不能作出或執(zhí)行決策
C 項(xiàng)目特派員僅僅充當(dāng)管理層與項(xiàng)目小組之間的中間人
D 項(xiàng)目協(xié)調(diào)員向組織內(nèi)更高級(jí)別的經(jīng)理匯報(bào)工作

25. The method most often used by project managers to solve conflict is—
A. Compromise
B. Confrontation
C. Smoothing
D. Negotiation
最常被項(xiàng)目經(jīng)理用來(lái)解決沖突的方法是：  
A 妥 協(xié)的方式              
B 對(duì)話
C 消除沖突                 
D 談判