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PMP备考-模拟考试<一>51-100

PMP备考-模拟考试<一>51-100

作者: Chuck2020 | 来源:发表于2020-09-28 08:04 被阅读0次

    51、 [单选] 项目实施阶段,一位团队成员找到了项目经理,因为他不知道哪些工作需要他来完成。以下哪个文件对工作包做了详细描述

    During project executing, a team member comes to the project manager because he is not sure of what work he needs to accomplish on the project. Which of the following documents contain detailed descriptions of work packages?

    A:工作分解结构词典

    Work breakdown structure (WBS) dictionary

    B:活动清单

    Activity list

    C:初步范围说明书

    Preliminary project scope statement

    D:项目范围管理计划

    Project scope management plan

    正确答案:A 你的答案:A

    解析:活动清单(选项B)也许罗列了相关的工作包,但没有对工作包进行详细的描述。初步范围说明书(选项C)会包括项目范围,但没有说明每个团队成员需分配的工作。项目范围管理计划(选项D)描述了范围如何计划、管理及控制,但不包括每个工作包的详细描述。WBS词典定义了WBS中的每个组成要素。因此,WBS词典才详细描述了工作包。

    52、 [单选] 项目发起人要求项目经理提前一个月完成项目。若要满足这项请求,应该使用什么?

    The project sponsor asks the project manager to complete the project one month ahead of schedule. What should be used to accommodate this request?

    A:变更控制

    Change control

    B:进度控制

    Schedule control

    C:范围控制

    Scope control

    D:资源控制

    Resource control

    正确答案:A 你的答案:A

    解析:根据题意,要求进度提前,这需要进行变更,变更控制要按照变更控制流程进行,所以选A。参见4.6 。考点:变更控制机制、流程。

    53、 [单选] 下列哪一项用在定义范围当中?

    Which of the following is used in define scope?

    A:产品分析

    Product analysis

    B:范围基准

    Scope baseline

    C:WBS字典

    WBS dictionary

    D:预测和检查

    Forecasts and inspection

    正确答案:A 你的答案:B

    解析:定义范围过程的工具与技术。B、C属工作分解结构输出,D属执行范畴。

    54、 [单选] 针对设计经理提出的某个问题的解决方案,项目经理必须收集分析信息。以下哪一项能防止任何人对结果产生不适当的影响?

    Regarding the resolution of an issue identified by the engineering manager, the project manager must gather information and reach a consensus of analysis. Which of the following presents any one person from having undue influence on the outcome?

    A:德尔菲技术

    Delphi technique

    B:名义组技术

    Nominal group technique

    C:价值工程

    Value engineering

    D:虚拟团队

    Virtual team

    正确答案:A 你的答案:A

    解析:所属过程组:规划过程组。所属知识领域:项目范围管理。解析:德尔菲技术可以做到在防止任何人对结果产生不适当的影响的情况下,达成各位专家的一致意见。

    55、 [单选] 在项目过程中,发生了一个意外。该事件影响了项目成本,但是未影响到时间。该事件之前被项目团队识别为一项潜在风险。若要限制该事件对于项目成本的影响,项目经理应该怎么做?

    During the project, an incident occurs which impacts the cost of the project, but not the time. The event was previously identified as a potential risk by the project team. What should the project manager do to limit the impact of the incident on the project cost?

    A:查看风险登记册,并确定适当和既定的应对措施

    Refer to the risk register to determine the appropriate and agreed upon response

    B:分析该事件,包括对成本和时间的影响,并创建变更请求

    Analyze the incident, including impact in cost and time, and create a change request

    C:制定权变措施,并立即实施,尽可能减少成本超支

    Develop a workaround and implement this immediately to minimize cost overruns

    D:执行敏感性分析,确定不同应对的成本超支灵活性

    Perform a sensitivity analysis to determine the flexibility in cost overruns by different responses

    正确答案:A 你的答案:A

    解析:既然是事先已经identify的风险,风险登记册应该有记录,肯定是先察看登记册并根据计划应对。

    56、 [单选] 影响指数(如图)项目团队确定了风险发生的概率,评估每个风险潜在应对成本,进度和性能的影响。这些信息已在表中显示出来。如果满足成本是这个项目是最优先考虑的。那么项目团队承担的最关键的风险是什么呢?

    (Impact scores) A project team identifies several risks and assesses probability of occurrence and potential impact on cost, schedule, and performance for each risk. This information is presented in the table shown. If meeting cost objectives is the highest priority for this project. Which is the most critical risk for the project team to address?

    A:风险 A

    Risk A

    B:风险 B

    Risk B

    C:风险 C

    Risk C

    D:风险 D

    Risk D

    正确答案:D 你的答案:A

    解析:概率*成本 影响最大的风险是D。

    57、 [单选] 相关方感觉他们收到的信息十分复杂,难以理解,因此,不能正确做出决定。若要解决这个问题,应该怎么做?

    The stakeholders feel that information they receive is complex and difficult to understand. And because of this decisions cannot be properly made. What should be done be resolve this situation?

    A:审查沟通需求

    Review the communication requirements

    B:减少报告数量

    Reduce the number of reports

    C:包含一个常用术语表

    Include a glossary of common terminology

    D:添加解释性附件

    Add an explanatory addendum.

    正确答案:A 你的答案:D

    解析:相关方感觉收到的信息复杂难以理解,是因为没有收集到相关方有效的沟通需求,没有正确的规划沟通,包括合适的沟通内容和沟通方式。因此需要审查沟通需求。

    58、 [单选] 在项目执行过程中,你被任命为项目经理。项目各项指标都在基线的允许范围内,如果客户对项目绩效不满意,你首先应该做什么?

    You are assigned project manager in executing project; the project is in control on baseline, if customers are not satisfied with the performance, then what you should do firstly?

    A:与项目团队一起讨论

    Discussing with project team

    B:重新计算基线

    Baseline revised

    C:重新商谈合同

    Contract Renegotiation

    D:与客户见面

    Meeting with customers

    正确答案:D 你的答案:C

    解析:PMBOK2012 中 13.4.2注意你是在执行过程中被任命的,而且项目是按基线要求进行的,如果客户不满意,其原因可能是在项目规划期间没有完全识别顾客的全部需求,导致范围定义的缺失,或客户又有新的想法和需求。客户能说出来的需求一般仅占实际需求的20%。与客户面对面沟通是解决问题的方法之一。

    59、 [单选] 项目团队成员识别项目质量需求,并记录项目应该如何遵守这些需求。他们应该使用哪一项工具和技术?

    The project team members identify project quality requirements and document how the project will demonstrate compliance. Which tools and techniques should they use?

    A:流程图,控制图和因果图

    Flowchart, control chart, and cause and effect diagrams

    B:流程图,成本效益分析和趋势图

    Flowchart, cost-benefit analysis, and run charts

    C:流程图,成本效益分析和思维导图

    Flowchart, cost-benefit analysis,and mind-mapping

    D:流程图,控制图和散点图

    Flowchart, control chart, and scatter diagrams.

    正确答案:C 你的答案:B

    解析:规划质量工具包括:专家判断、数据收集、数据分析、决策、数据表现、测试与检查的规划、会议

    60、 [单选] 一卖方的管理层告诉其项目经理该项目应想方设法取得奖金。合同中奖励条款的主要目的是:

    A project manager for the seller is told by her management that the project should do whatever possible to be awarded incentive money. The primary objective of incentive clauses in a contract is to:

    A:降低买方的成本

    reduce costs for the buyer.

    B:帮助卖方控制成本

    help the seller control costs.

    C:同步目标

    synchronize objectives.

    D:通过转移买方的风险来降低卖方的风险

    reduce risk for the seller by shifting risk to the buyer.

    正确答案:C 你的答案:C

    解析:奖励就是使卖方的目标和买方的一致,既面向进度又有相同的目标。

    61、 [单选] 公司管理层正在削减预算,因此必须做出如何削减某个关键正在进行的项目预算。项目经理首先应该怎么做?

    Budgets are being reduced by company management; there how to reduce the budget of a critical, ongoing project. The project manager should do which of the following first?

    A:提交能够减少成本的更新进度计划,并减少最终可交付

    Submit an updated schedule that reduces cost, and reduce final deliberates

    B:解散某些分配的资源并延长项目时间线

    Dismiss some of the assigned resources and lengthen

    C:减少管理储备以保持项目进行

    Eliminate the management reserve to keep the project.

    D:使用敏感性分析评估不同风险

    Use a sensitivity analysis to evaluate the various risks.

    正确答案:D 你的答案:D

    解析:消减预算为一项风险,所以需先评估不同消减预算方法所导致的风险后果,再决定采用哪种方法给项目带来的风险更小。

    62、 [单选] 依据项目管理计划的标准,项目经理遇到问题,并就此提出变更请求,变更请求获得批准,被执行和记录在项目文件中。项目经理应该记录问题和采取的措施记录在哪里,以便未来项目获益?

    Following the standards included in the project management plan, a project manager experiences an issue and proposes a change request. The change request is approved, implemented, and documented in the project documentation. Where should the project manager record the experiences, issues, and actions taken to benefit future projects?

    A:项目章程

    Project chart

    B:经验教训

    Lessons learned

    C:项目管理计划

    Project management plan

    D:状态报告

    Status report

    正确答案:B 你的答案:B

    解析:所属知识领域:项目整合管理。所属过程组:收尾过程组。解析:根据题意,项目经理要记录变更请求以及变更请求执行过程,并且为以后的项目提供参考,所以要记录在经验教训文件中,不能记录在项目章程和项目管理计划中,也不能记录在状态报告中,因为状态报告的作用是显示项目进展状态不是为今后的项目提供帮助并收益。考点:经验教训

    63、 [单选] 受P&T建筑公司雇用,一位造价工程师为该公司在中国的首个油田的管道建设项目估算成本,但没有得到任何详细工程数据。这位工程师应采用哪种费用估算方法为P&T建筑公司提供初步成本预算?

    A cost engineer was engaged by P&T Construction PLC to provide a cost estimate for the first oil field piping project in China without any detail engineering data. What type of cost estimate approach should the engineer use to provide an initial cost estimate to P&T Construction?

    A:近似估算

    Approximate estimate

    B:量级估算

    Order of magnitude estimate

    C:限定性估算

    Definitive estimate

    D:可行性估算

    Feasibility estimate

    正确答案:B 你的答案:A

    解析:PMBOK第6版中7.2估算成本-引言-量级估算。在启动阶段可得出项目的粗略量级估算

    64、 [单选] 你们在为美国能源部做一个项目,采用挣值分析作为绩效报告技术。现在项目已经完成了 20%,挣值分析的结果显示 CPI 为 0.67,SPI 0 .87。在这种情况下,你应该:

    Your project for the U.S. Department of Energy is using earned value analysis as a performance reporting technique. Your project is 20% complete. Results from a recent earned value analysis indicate that the CPI is 0 .67 and the SPI is 0.87. In this situation, you should

    A:实施额外的资源计划,增加资源并用比预计更多的时间来完成预算的工作量

    Perform additional resource planning, add resources, and use overtime as needed to accomplish the same amount of budgeted work

    B:重新设置进度基线,再进行蒙特卡罗分析

    Re-baseline the schedule, then use Monte Carlo analysis

    C:实施一项风险应对审核来帮助监督风险

    Conduct a risk response audit to help control risk

    D:重新识别风险,实施定性风险分析和实施定量风险分析

    Update to Identify Risks, Perform Qualitative Analysis and Perform Quantitative Analysis

    正确答案:D 你的答案:D

    解析:CPI=0.67,SPI=0.87,说明此时,项目完成了 20%时,项目费用超支,项目进度落后,这个偏差分析结果说明项目存在对项目目标完成造成威胁的潜在风险存在,应该重新检测风险因素并对项目实施定性和定量风险分析。

    65、 [单选] 项目经理估算开发新产品的价格. 在最有可能情景中,成本将会是 10,000 美元;在最好情况下,成本将会是 9,000 美元;在最坏情况下,成本将会是 17,000 美元;如果利用 PERT 加权分析法,项目的预期成本将会是多少?

    The project manager estimates the cost of developing new products. In the most likely scenario ,the cost would be US $ 10,000;In the best case scenario ,the cost would be US $9,000;in the worst case scenario ,the cost would be US $ 17,000. If the PERT weighted average analysis is used ,what would be the expected cost of the project?

    A:9,000 美元

    US $9,000

    B:10,000 美元

    US $ 10,000

    C:11,000 美元

    US $ 11,000

    D:12,000 美元

    US $ 12,000

    正确答案:C 你的答案:C

    解析:(9000+4*10000+17000)/6=11000,选 C。考点:三点估算 PMBOK 2016 中 7.2.2.5

    66、 [单选] 采购订单属于哪一种合同类型?

    Which contract type is a purchase order?

    A:工料合同

    Time and material

    B:成本加固定酬金合同

    CPFF

    C:成本补偿合同

    Cost-reimbursable

    D:固定总价合同

    Firm fixed-price

    正确答案:D 你的答案:D

    解析:按照规定的价格交付规定的产品的采购订单也是固定总价合同的一种

    67、 [单选] 识别风险之后,项目团队对项目结果的影响意见不一致,项目经理首先应该怎么做?

    After identifying the risks, the project team does not agree about the impact to the project outcome. What should the project managerdo first?先做定性分析,后做定量分析

    A:定量风险分析

    Quantitative risk analysis

    B:SWOT 分析

    SWTO analysis

    C:头脑风暴

    Brainstorming

    D:定性风险分析

    Qualitative risk analysis

    正确答案:D 你的答案:A

    解析:11.3/实施定性风险分析。项目团队的风险处理方式会导致风险评估中的偏颇,则应该注意对偏颇进行分析与纠正。BC是识别风险的工具,题目是识别风险后,所以BC是不正确的

    68、 [单选] 项目在完工前终止,项目发起人说明终止的原因是由于缺乏资金。项目经理下一步应该采取下列哪一项?

    The project is terminated before completion. The project sponsor indicates the reason for the termination is a lack of funds. Which of the following actions should the project manager take next?

    A:请求项目发起人寻找其它的项目融资方式,并提出建议,例如向金融机构寻求贷款。

    Request the sponsor find alternative ways of funding the project and suggest certain references, e.g. seeking loans from financial institutions.

    B:请求另一个项目的项目经理启动向其它项目注资的步骤。

    Request a project manager from another project to initiate steps needed to fund their project.

    C:与项目团队一起集思广益,寻找出项目融资的来源。

    Brainstorm with the project team to find sources of funding for the project.

    D:将经验教训和历史信息存入到经验教训知识库,以备未来项目使用

    Transfer lessons learned and historical information to the lessons learned knowledge base for used by future projects.

    正确答案:D 你的答案:D

    解析:指南-4.7.3.4 组织过程资产更新-经验教训知识库,项目或阶段收尾时,应把历史信息和经验教训信息存入经验教训知识库,供未来项目或阶段使用。

    69、 [单选] 项目经理刚刚接受任命去管理一个处于执行阶段中期的项目。该项目的项目人员流动率很高。项目经理首先应该做什么?

    The project manager has just been assigned to manage a project in the middle of the execution phrase. The project has had a high turnover rate of project resources. What should the project manager do FIRST?

    A:组织一个团队建设活动,改进团队士气。

    Organize a team-building event to improve team morale.

    B:与项目发起人沟通,以获得保证项目人员的承诺。

    Talk to the project sponsor to get commitment for project resources.

    C:检查人员管理计划

    Check the staffing management plan.

    D:将最积极的团队成员调到同一间房间,增强他们作为一个团队的执行能力。

    Move the most active team members to the same room to enhance their ability to perform as a team.

    正确答案:A 你的答案:C

    解析:提高团队绩效的方法包含培训、团队建设活动。

    70、 [单选] 产品开发需要外包一部分内容,项目经理制作了一份文件,将会向供应商提供足够的细节来确定他们是否能够提供要求的外包部分。项目经理制作的是下列哪一部分文件?

    There is a need to outsource part of the product development. The project which will provide sellers with sufficient detail to determine if they can provide the required outsourced component. What document is the project manager developing?

    A:范围说明书

    Scope statement

    B:信息邀请书

    Request for information

    C:产品规格书

    Product specification

    D:工作说明书

    Statement of work

    正确答案:D 你的答案:D

    解析:12.1.3.4 采购工作说明书依据项目范围基准,为每次采购编制工作说明书(SOW),仅对将要包含在相关合同中的那一部 分项目范围进行定义。工作说明书会充分详细地描述拟采购的产品、服务或成果,以便潜在卖方 确定是否有能力提供此类产品、服务或成果。根据采购品的性质、买方的需求,或拟采用的合同形 式,工作说明书的详细程度会有较大不同。工作说明书的内容包括:规格、所需数量、质量水平、 绩效数据、履约期间、工作地点和其他要求。

    71、 [单选] 启动实施项目新系统时会遇到麻烦,由于对项目可交付成果的讨论广泛且矛盾。项目经理离开公司,一个新的项目经理接手这个任务。那么新的项目经理首先应该采取什么行动?

    Project to implement a new system has trouble launching due to extensive and contradictory discussions regarding the project deliverables. The project manager leaves the company, and a new project manager is assigned to the task. What should be the first action for the new project manager?

    A:正式确定项目管理计划,并传达给相关利益方

    Formalize the project management plan and communicate this to relevant stakeholders

    B:扩大项目发起人,并请求支持处理正在进行的讨论

    Escalate to the project sponsor and request support in handling the ongoing discussions.

    C:制定工作分解结构,并传达给所有利益相关者

    Develop a work breakdown structure and communicate this to all relevant stakeholders.

    D:形成一套完整的项目章程,并且能够得到项目发起人和关键利益相关者的支持

    Formalize a project charter and request approval from the sponsor and key stakeholders.

    正确答案:D 你的答案:C

    解析:指南-4.1.3.1项目章程,记录关于项目和项目预期交付的产品、服务或成果的高层级信息。启动时遇到麻烦,说明项目章程还没有被批准,新PM需完成项目章程,并获得批准和授权。

    72、 [单选] 某公司计划举行一个区域会议,上次的类似会议没有成功,上层要求你确保这次会议能够圆满成功。为了分析上次会议的问题以及确定成功举行本次会议,你会用到什么工具?

    A company plans to hold a regional meeting, the last such meeting was unsuccessful, and the upper level asks you to ensure that the meeting will be successful. What tools would you use to analyze the problems of the last meeting and determine the successful holding of this meeting?

    A:石川图

    Ishikawa Map

    B:直方图

    Histogram

    C:控制图

    Control chart

    D:帕累托图

    Pareto chart

    正确答案:A 你的答案:A

    解析:见PMBOK 8.2.2.4    因果图,又称“鱼骨图”、“why-why分析图”和“石川图”,将问题陈述的原因分解为离散的分支,有助于识别问题的主要原因或根本原因。

    73、 [单选] 以下是为项目计算的:挣值=200,000美元计划价值=300,000美元实际成本=210,000美元项目的状态是什么?

    The following is calculated for the project. Earned value=us$200,000 Planned value=us$300,000 Actual cost=us$210,000 What is the status of the project?

    A:进度落后,超过预算

    Behind schedule and over budget

    B:提前进度,超出预算

    Ahead of schedule and over budget

    C:进度落后,但不超过预算

    Behind schedule and under budget

    D:按计划进行,但超出预算

    On schedule and over budget

    正确答案:A 你的答案:A

    解析:挣值管理(EVM)。CV=EV-AC, SV=EV-PV;SV=200000-300000=-100000;CV=200000-210000=-10000;由于SV和CV都小于0,所以项目状态为进度落后且超过预算。

    74、 [单选] 在一个高端项目中,项目管理办公室(PMO)主管想要证明项目可交付成果的质量符合组织和法律规章的证据【1】。PMO 主管还需要已确认的所有项目差距和最佳实践【2】。项目经理应该向 PMO 主管提供下列哪一份文件?

    In a high-profile, the project management office (PMO) director want evidence that the quality of the project deliverables conforms to organizational and legal regulations. The PMO direct also want all project gaps and best practices identified. What document should the project manager provide to the PMO director?

    A:由内部团队创建的质量控制文件

    Quality control document created by the internal team

    B:由内部团队创建的质量管理文件

    Quality management document created by the internal team

    C:由外部资源创建的质量控制文件

    Quality control document created by an external source

    D:由独立资源创建的质量控制文件

    Quality control document created by an independent source

    正确答案:B 你的答案:A

    解析:见 PMBOK 8.1.3.1 质量管理计划是项目管理计划的组成部分,描述将如何实施组织的质量政策,以及项目管理团队准备如何达到项目的质量要求,项目管理计划是由项目团队创建的。

    【1】应该用内部团队创建的质量管理文件;

    【2】应该用外部团队创建的质量审计文件。

    所以严格意义上,此题没有正确答案。质量管理关注过程,质量控制关注结果

    75、 [单选] 一名新团队成员加入项目。由于新团队成员之前在公司没有任何经验,项目经理建议项目成员审阅公司以往项目的项目文件。这是利用下列哪一项的实例?

    A new team member joins a project. Because the new team member does not have any previous experience with the company, the project manager recommends that the team member review project files from the company’s previous projects. This is an example of leveraging which of the following?

    A:基础实施

    Infrastructure

    B:项目管理信息系统

    Project management information systems

    C:组织过程资产

    Organizational process assets

    D:事业环境因素

    Enterprise environmental factors

    正确答案:C 你的答案:C

    解析:所属过程组:规划过程组。所属知识领域:项目整合管理。解析:公司之前的项目文件就是经验教训,属于组织过程资产

    76、 [单选] 项目团队成员认为能够独立工作,并认为项目经理信任他们能在不严密管理团队的情况下完成任务。项目经理证明的是哪一种管理方式?

    Project team members think they can do work independently and believe that the project manager trusts them to deliver their tasks without managing the team closely. Which management style does the project manager demonstrate?

    A:归属需求

    Need for Affiliation

    B:X理论

    Theory X

    C:Y理论

    Theory Y

    D:权力需求

    Need for Power

    正确答案:C 你的答案:C

    解析:所属过程组:执行过程组。所属知识领域:项目资源管理。解析:七大激励理论之麦格雷戈的X-Y理论。X—Y理论(Theory X-Theory Y)主要是对人性的根本性理解。一个是性本恶——X理论,一个是性本善——Y理论。因此选C。X理论:(1)员工天生不喜欢工作,只要可能,就会逃避工作。(2)由于员工不喜欢工作,因此必须对他们采取强制的措施或惩罚的办法,迫使他们去实现组织的目标。(3)员工只要有可能就会逃避责任,安于现状。(4)大多数员工喜欢安逸,没有雄心壮志。Y理论:(1)员工视工作如休息、娱乐一般自然。(2)如果员工对某项工作做出承诺,他们会进行自我指导和自我控制,以完成任务。(3)一般而言,每个人不仅能够承担责任,而且会主动寻求承担责任。(4)绝大多数人都具备做出正确决策的能力,而不仅仅管理者具备这一能力。

    77、 [单选] 一名关键的项目相关方要求团队成员对某项功能进行了一些小修改。团队成员认为该变更所涉及的时间很短。因此在没有通知项目经理的情况下,就实施了变更。在确认范围期间,项目经理发现了团队成员的修改。在执行详细的分析之后,项目经理发现团队成员的初步分析并不完整。这项修改需要投入额外的人工量和时间。项目经理下一步应该怎么做?

    A key project stakeholder requests that a team member make a small modification to a feature. The team member decides the change could be incorporated in a short timeframe. The team member implements the change without informing the project manager. During validate scope, the project manager finds out about the team member’s modification. After conducting a detailed analysis, the project manager finds that the team member’s initial analysis was incomplete and the modification needed additional effort and time. What should the project manager do next?

    A:撤销团队成员所包含的变更,执行下一个阶段,同时通知项目相关方。

    Proceed to the next stage by revoking the change incorporated by the team member and informing the stakeholder accordingly

    B:与项目相关方讨论该变更的重要性,强调对成本和进度的进一步影响。如果项目相关方坚持要将该变更包含在内,向变更控制委员会报告该变更,以获得批准。

    Discuss with the stakeholder the importance of the change, highlighting the further impact on the cost and schedule. If the stakeholder insists on including the change, report the change to the change control board for approval.

    C:通知项目相关方由于变更对成本和进度的进一步影响。在目前项目所处的阶段,不能将变更包含在内

    Inform the stakeholder about the further impact on cost and schedule due to the change. In the current stage of the project, the change cannot be included.

    D:将项目相关方直接与团队成员交流的事上报给项目发起人

    Escalate to the sponsor about the stakeholder directly interacting with the team member.

    正确答案:B 你的答案:B

    解析:由4.6实施整体变更控制的基本原理 AD 明显错误。BC 相比,B 按照变更流程进行,选 B。记住:CCB 的责任是接收与审查变更请求,并批准或否决这些请求。另外,CCB 决策都应记录在案,并传递给相关方,以便采取后续措施

    78、 [单选] 项目完成时,客户根据对应供应商绩效的主观决定,拒绝支付其中一部分总金额,合同应属于下列哪一项?

    At a project’s completion, the customer refuses to pay a portion of the total amount based on a subjective determination of the vendor’s performance. The contract would be which of the following?

    A:成本加奖励费用合同

    Cost-plus-award-fee

    B:固定总价合同

    Firm-fixed-price

    C:成本加激励费用合同

    Cost-plus-incentive-fee

    D:固定总价加激励费用合同

    Fixed-price-incentive-fee

    正确答案:A 你的答案:A 

    解析:见PMBOK6/12.1.1.6/组织过程资产-合同类型:成本加奖励费用 (CPAF)。为卖方报销一切合法成本,但只有在卖方满足合同规定的、某些笼 统主观的绩效标准的情况下,才向卖方支付大部分费用。奖励费用完全由买方根据自己对 卖方绩效的主观判断来决定,并且通常不允许申诉。

    79、 [单选] 一客户给你一复杂项目的采购工作说明书,该项目为期 8 个月,未知的东西不多。客户只要你将它完成,只要在 8 月末你交付项目的时候见你。在这种情况下,下列哪种做法最好?

    A customer has given you a contract statement of work for a complex, eight month project that has a few unknowns. The customer has asked you to just get it done and onlywants to see you at the end of eight months when you deliver the finished project. Under these circumstances, which of the following is the BEST thing to do?

    A:按要求完成项目,但是一直与客户时不时地确认其范围

    Complete the project as requested, but validate its scope with the customer occasionally throughout.

    B:在 8 个月内完成项目,期间不联系客户

    Complete the project within eight months without contacting the customer during this time.

    C:让管理层时不时地和客户联系

    Ask management to check in with the customer occasionally.

    D:完成项目,但是记录下客户不想联系

    Complete the project, but document that the customer did not want contact. Procurement Management Answers

    正确答案:A 你的答案:A

    解析:指南-5.5确认范围,是正式验收已完成的项目可交付成果的过程。本过程的主要作用是,使验收过程具有客 观性;同时通过确认每个可交付成果,来提高最终产品、服务或成果获得验收的可能性。

    80、 [单选] 项目团队制作了一份图表,将已识别风险的类别和子类别联系起来。项目团队正在制作下列哪一项?

    The project team prepares a chart linking the categories and subcategories of identified risks. Which of the following is the project team doing?

    A:风险登记册

    Risk register

    B:风险分解结构

    Risk breakdown structure

    C:定性风险分析

    Qualitative risk analysis

    D:定量风险分析

    Quantitative risk analysis

    正确答案:B 你的答案:B

    解析:出处:11.1.3.11. 对单个项目风险进行分类通常借助风险分解结构,风险分解结构是潜在风险来源的层级展现;2. 风险分解结构有助于项目团队考虑单个项目风险的全部可能来源,对识别风险或归类已识别风险特别有用。

    81、 [单选] 项目包括 1000 多个工作包为期两年,项目 CPI 为 1. 18, SPI 为 0. 88。项目经理应采用何种方法处理该情况?

    The project has more than 1,000 work packages, and is two years long. It is performing with CPI=1.18 and SPI=0.88. What technique should the project manager use to solve this situation?

    A:关键路径法

    Critical path method

    B:资源平衡

    Resource leveling

    C:赶进度

    Crashing

    D:PERT

    PERT

    正确答案:C 你的答案:C

    解析:进度落后了,成本节约了,可以采用赶工的进度压缩技术来按计划执行,所以选 C。参见 指南-6.5.2.6。考点:进度压缩、赶工。

    82、 [单选] 项目经理向项目赞助人通知了一项重大项目超支,赞助人想知道为什么没有在赞助人反馈前较早通知该情况,项目经理本应采取何种措施解决该问题

    A project manager advises the project sponsors of a significant project cost overrun. The sponsors want to know why they were not advised earlier of this situation. What should the project manager have done to address this issue prior to the sponsors' feedback?

    A:制定沟通计划,处理项目利害关系者的需求

    Create a communication plan to address the needs of the project stakeholders

    B:邀请项目赞助人参加团队会议进行定期更新

    Invite the project sponsors to team meeting for regular updates

    C:将意外支出加入项目预算,从而将超支纳入项目成本

    Add contingency to the project budget so overspend is absorbed into project costs

    D:消减项目资源以紧急弥补成本超支

    Cut back on project resources to the project to recover cost overrun as a matter of urgency

    正确答案:A 你的答案:A

    解析:解析:根据题干描述,是沟通问题导致的这种情况,所以参考答案 A。参见PMBOK第6版 中 10.1.3.1 。考点:沟通管理计划。

    83、 [单选] 在项目规划阶段,项目经理认识到与其中一名项目相关方在项目可交付成果方面的理解存在差异,从而造成与该项目相关方的关系紧张。要解决这个问题,项目经理应该怎么做?

    During the planning phase of a project, the project manager realized that there are differences on the understanding of the project deliverables with a project stakeholder, which results in a strained relationship with that stakeholder. What should the project manager do to address this issue?

    A:忽视该项目相关方

    Ignore the stakeholder

    B:安排一次与该项目相关方的会议,了解造成理解差异的原因,并予以解决

    Arrange a session with the stakeholder to understand the reasons behind the differences and address them

    C:将该问题报给项目发起人,让他们为项目经理解决这个问题

    Escalate it to the sponsor so that they can sort it out for the project manager

    D:让其他团队成员说服项目的相关方妥协

    Ask the other team members to convince the stakeholder to back down

    正确答案:B 你的答案:B

    解析:解决问题首先要了解问题的原因,然后通过分析制定应对方案,建立决策。参考附录G。

    84、 [单选] 项目管理团队等到可交付成果或子项目澄清后才能制定详细的工作分解结构,这种情况下,该选择下面哪项技术?

    Which of the following is a technique where the project management team elect until the deliverable or subproject is clarified so that the detail of the work breakdown structure can be developed?

    A:叠加式规划

    Roll-up planning

    B:自上而下规划

    Top-down planning

    C:滚动式规划

    Rolling wave planning

    D:自下而上规划

    Bottom-up planning

    正确答案:C 你的答案:C

    解析:见 PMBOK6/6.2.2.3/滚动式规划。滚动式规划是一种迭代式规划技术,即详细规划近期要完成的工作,同时在较高层级上粗略规划远期工作。

    85、 [单选] 在一个项目测试阶段,项目团队发现了缺陷,项目团队应该使用什么工具来确保缺陷已被识别并记录?

    During project’s text phase, the project team finds defects. What tool should the project team use to ensure the defect are identified and recorded?

    A:直方图

    Histogram

    B:流程图

    Flowchart

    C:核查表

    Checklist

    D:因果图

    Cause and effect diagram

    正确答案:C 你的答案:C

    解析:8.3.2 控制质量: 工具与技术 8.3.2.1 数据收集 核查表:又称计数表,用于合理排列各种事项,以便有效地收集关于潜在质量问题的 有用数据。

    86、 [单选] 如果项目因某些活动时间限制而无法如期完工,客户对这些活动可做出何种推测?

    If the project cannot be completed as scheduled due to certain activity time limits, what assumptions can the customer make about these activities?

    A:开始时间不切实际

    Start time impractical

    B:资源不足

    Insufficient resources

    C:最晚的开始时间, 晚于最早的结束时间

    The latest start time, later than the earliest end time

    D:他们存在浮动时间

    They have floating time

    正确答案:A 你的答案:A

    解析:C、D 选项表达的意思一致,但浮动时间与工期延误间无必然联系,题干强调时间限制导致完工延期,应与计划有关。

    87、 [单选] 从前一个项目中学到的经验教训对当前的项目范围说明书会产生什么影响?

    How should lessons learned from a previous project affect a current scope statement?

    A:由于工作分解结构是完整的,经验教训对范围说明书不会产生影响. 

    Science the work breakdown structure is complete,lessons learned will have no impact on the scope statement

    B:如果不忽视经验教训,范围说明书的制定会更快

    The scope statement will develop more quickly than when the lessons learned are ignored

    C:在当前的范围说明书中,将不大可能会重复过去的错误或疏忽失误. 

    The past mistakes or errors of omission are less likely to be repeated in the current scope statement.

    D:经验教训不会受到经验教训知识库的影响,因为所有项目都是独特的. 

    The scope statement will be unaffected by the lessons learned knowledge base, because all projects are unique.

    正确答案:C 你的答案:C

    解析:指南-2.3.2组织知识库。

    88、 [单选] 某天晚上下班的时候,由于司机休假,你们公司的 CEO 不得不自己开车。但是他怎么也找不到出楼的路,加上他本来已经比较疲惫了,所以他感到非常恼火。第二天就找人要改善本楼的出入系统,以方便大家进出。而你正是这个出入系统的项目经理,你决定用流程图来做什么事情?

    After a long and frustrating day, your company CEO found himself circling the attendant’s booth at the adjacent parking garage in a futile attempt to find his way out of the building (his limousine driver had taken the day off). He approached the building manager the next day and said he would have his staff design an improved system for vehicle egress and ingress. You are the project manager for this project. You decide to use flowcharting to

    A:帮助分析问题是如何出现的

    Help analyze how problems occur

    B:表明任务之间的依赖关系

    Show dependencies between tasks

    C:说明一个流程的结果

    Show the results of a process

    D:预测未来成果

    Forecast future outcomes

    正确答案:A 你的答案:B

    解析:见PMBOK 8.1.2.5  流程图,用来显示在一个或多个输入转化成一个或多个输出的过程中,所需要的步骤顺序和可能分支。可帮助改进过程并识别可能出现质量缺陷或可以纳入质量检查的地方。

    89、 [单选] 项目经理完成三个月的工作,成本偏差为$-3,000美元,挣值分析显示下列哪一项?

    A Project manager completes three months of work with a cost variance of $-3,000. Which of the following does the earned value analysis show?

    A:有利;项目的执行效率比计划高

    Favorable; the project is performing more efficiently than planned

    B:不利;项目的执行效率比计划低

    Unfavorable; the project is performing less efficiently than planned

    C:有利;项目提前于进度

    Favorable; the project is ahead of schedule

    D:不利;项目落后于进度

    Unfavorable; the project is behind of schedule

    正确答案:B 你的答案:B

    解析:PMBOBK 第六版 7.4.2.2,偏差分析。成本偏差小于0,代表项目成本超支,项目执行效率低。

    90、 [单选] 应急储备应:

    The cost reserve should be:

    A:隐蔽,以防止管理层不批准该项资金

    Hidden to prevent management from disallowing the reserve

    B:加到每项任务上,以防止客户知道该储备金的存在

    Added to each task to preserve the customer from knowing that a reserve exists

    C:由管理层掌握,用来填补成本超支

    Maintained by management to cover cost overruns

    D:加到项目的基本成本上,用来解决风险问题

    Added to the base costs of the project to account for risks

    正确答案:D 你的答案:D

    解析:7.2.2.6和7.3.2.2 在风险管理过程中,你为风险事件确定适当的成本储备。这些储备的总和加到项目的总估算上,用来填补风险事件发生的成本。此处的储备既可以理解成应急费用,也可以理解成应急储备。

    91、 [单选] 在质量控制期间,项目经理发现超出产品A的控制限值结果比质量测量指标中规定的频率高.项目经理决定启动质量审计. 谁应该执行质量审计?

    During quality control ,the project manager discover results that exceed the control limits for product A more often than stated in the quality metrics. The project manager decider to initiate a quality audit. Who should perform the audit?

    A:公司或外部审计员

    Company or external auditors

    B:负责产品A 的团队成员

    The team member responsible for product

    C:其他团队成员

    Other team members

    D:项目经理

    The project manager

    正确答案:A 你的答案:A

    解析:PMBOK第6版 中8.2.2.5审计,质量审计通常由项目外部的团队开展,如组织内部审计部门、项目管理办公室 (PMO) 或组织外部 的审计师。

    92、 [单选] 项目的进度绩效指数为 0.5,成本绩效指数为 0.25,当第一个里程碑接近完成时,项目经理会引导第一次相关方会议沟通项目状态。在项目的这个时候,项目经理应该做什么?

    The project’s schedule performance index is 0.5 and the cost performance index is 0.2.When the first milestone near completion, the project manager will conduct the first stakeholder communicate the project’s status. At this point in the project, what should the project manager do ?

    A:向项目相关方提供有关项目状态的正面反馈

    Provide stakeholders with positive feedback about the project status

    B:召开一次团队会议,讨论将项目恢复正常进度并符合预算的方法

    A team meeting to discuss the project back to normal schedule and is in line with the budget method

    C:向相关方沟通项目符合进度,但超出预算

    Notify stakeholder that project in line with the schedule, over budget

    D:提交一项变更请求,增加工期和预算

    Raise a change request, increase the time limit for a project and budget

    正确答案:B 你的答案:B

    解析:项目目前绩效:进度落后计划,成本超过预算,需要通过变更控制手段来优化项目的绩效表现。所以此时应当按照整体变更控制流程由项目经理带领团队一起就各类纠正绩效的备选方案进行讨论。A,只说正面反馈,报喜不报忧是不对的;C,SPI只有0.5,虚报进度也是不对的 D,说法没有错,但需要在B之后才去做

    93、 [单选] 你刚刚收到客户对项目的正式确认,你下一步应该做的是

    You have just received formal acceptance of the project from your customer. Your next step should be to

    A:把接受到的确认文件分发给其他的项目相关方

    Distribute the acceptance documentation to other stakeholders as appropriate

    B:把接受到的确认文件归入项目档案

    File the acceptance documentation in the project archives

    C:同员工一起整理在这个项目中获取的经验和教训

    Document lessons learned with your staff

    D:进行项目审核

    Conduct a project audit

    正确答案:A 你的答案:D

    解析:指南-5.5.3.1 确认范围-输出-1.验收的可交付成 果:符合验收标准的可交付成果应该由客户或发起人正式签字批准。应该从客户或发起人那里获得正式文件,证明相关方对项目可交付成果的正式验收。

    94、 [单选] 项目经理发展团队会议由于主导讨论的人迟到而中断。若要提高团队会议的效率,项目经理应怎么做?

    Project Manager Development Team meeting was cancelled due to the person leading the discussion being late. To improve the effectiveness of team meetings, what should the project manager do?

    A:使用专业引导师。

    Use a professional facilitator

    B:认可按时到达的团队成员。

    Recognize team members who arrive on time.

    C:为团队会议设定基本规则。

    Set ground rules for team meetings.

    D:开展团队建设活动。

    Conduct team-building exercises.

    正确答案:C 你的答案:C

    解析:9.1.3.2 团队章程。团队章程对项目团队成员的可接受行为确定了明确的期望。尽早认可并遵守明确的规则,有助于减少误解,提高生产力;讨论诸如行为规范、沟通、决策、会议礼仪等领域,团队成员可以了解彼 此重要的价值观。由团队制定或参与制定的团队章程可发挥最佳效果。所有项目团队成员都分担责任,确保遵守团队章程中规定的规则。

    95、 [单选] 一家跨国公司聘用了一家施工公司来为其全球总部建设一座20层的办公大楼,项目发起人要求办公大楼增加第21层,这层办公楼未在原始计划中,项目经理要求发起人批准标准的项目变更请求。但是,项目发起人拒绝并认为电子邮件批准已经足够充分。下列哪一份文件将避免这种类型的问题?

    A multinational company hires a construction firm to build a 20-floor office tower for its world headquarters. The project sponsor requests a 21th floor be added to the tower. This floor was not in the original plan. The project manager asks the sponsor to approve the standard project change request. However the sponsor refuses and believes an email approval should be sufficient. Which of the following documents would prevent this type of issue?

    A:定义明确并被批准的变更管理计划

    Well-defined and approved change management plan

    B:详细的变更请求登记册

    Detailed change request register

    C:详细并批准的工作分解结构

    Detailed and approved work breakdown structure

    D:合同签署授权矩阵

    Contractual signing authority matrix

    正确答案:A 你的答案:A

    解析:4.2.3.1 项目管理计划-变更管理计划。变更管理计划用来明确如何对变更进行监控。

    96、 [单选] 一家跨国公司希望扩张组织。其扩张计划的其中一部分包括在选定地理位置建立一系列分支机构。项目发起人已经草拟了项目章程,现在正在寻求项目经理的帮助,最终确定项目章程的内容。以下是当前版本项目章程的摘录。项目章程摘录:总体目的,扩大公司在成长市场的影响力,向私人客户提供更多的本地接入服务。目标:=-建立多个分支机构。=-增加私人客户的数量=-提供一系列服务。高层次风险:=-对当地条件、和法规的认识有限=-快速发展的不稳定市场=-大量竞争对手都在关注相同的机会。为了提高验收成功的机会,我们应该怎么样来进一步完善项目章程呢?

    An international company is locking to expand its organization. Part of this expansion plan includes establishing a series of branch offices in selected geographical locations. The project charter has been drafted by the sponsor .who is now seeking the project manager’s help finalizing the content. Below is an excerpt of the current version of the charter. Project charter excerpt: Overall purpose; expand the company’s presence in growing marking markets and offer more local access to private customers. Objectives: -Establish a number of branch offices. -Increase the number of private customers -Offer a range of services. High level risks: -Limited knowledge of local conditions, rules and regulations -A rapidly developing unstable market -Large number of competitors looking at the same opportunities What should be further improved in the project charter to increase the chances of a successful completion and acceptance?

    A:明确该项目的目的,以更好的明确总体目标

    Improve the project’s purpose to clarify the overall goal

    B:制定一套完善的风险应对策略

    Improve the risks by developing a set of clear risk response strategies

    C:改进目标,明确每个人的措施和方法

    Improve the objectives and add definitive measure to each of them

    D:撇开宪章,而是转换到项目管理计划上

    Leave the charter and start converting this into a project management plan

    正确答案:A 你的答案:A

    解析:指南-4.1.3.1项目章程,总体的目标、里程碑、风险等,没有具体的目标和风险规划,但是需要包括衡量项目目标成功的标准。

    97、 [单选] 该项目的教训是在整个项目中对历史信息的不恰当运用,那么应使用以下何种工具来找到这个问题的原因呢?

    The project’s lessons learned documentation demonstrates a poor use of historical information throughout the project, which of the following tools should be used to find the causes of this issue?

    A:鱼骨图

    Fishbone diagram

    B:控制图

    Control charts

    C:流程图

    Flowcharting

    D:直方图

    Histogram

    正确答案:A 你的答案:A

    解析:因果图,又称鱼骨图或石川图。问题陈述放在鱼骨的头部,作为起点,用来追溯问题来源,回推到可行动的根本原因。在问题陈述中,通常把问题描述为一个要被弥补的差距或要达到的目标。通过看问题陈述和问“为什么”来发现原因,直到发现可行动的根本原因,或者列尽每根鱼骨上的合理可能性。要在被视为特殊偏差的不良结果与非随机原因之间建立联系,鱼骨图往往是行之有效的。

    98、 [单选] 该建设项目的项目经理的申请获得批准变更单,以提供具体的支持。这个变更使用蒙特卡罗模拟分析,但是忽略了天气情况。此外,项目团队成员户外工作的身体伤害风险没有考虑进去。这项工程必须按时完成,因为本地的节日要在此地举行。项目经理接下来应该怎么做?

    The project manager for a construction project acquires the approval on a change order to provide additional concrete foundations. This change is analyzed using a Monte Carlo simulation but weather conditions are overlooked. Also, the risk of physical harm to the team members performing the outdoor work was not considered. The project must be finished on time, as part of the foundation for venue of a local festival. What should the project manager do next?

    A:接受项目进入违约,并为未按合同规定时间完成范围支付赔偿金

    Accept that the project goes into default, and pay the price for not finishing scope on time as stipulated in the contract

    B:坚持原始计划,并启动变更撤销程序

    Stick to the original plan and reversal procedure

    C:咨询项目发起人,并与主要相关方会面,寻找替代方案

    Consult the project sponsor and meet with the major stakeholders to look for alternatives

    D:将这个新情况保留在项目团队内部,并希望天气发生变化,允许完成项目

    Keep this new knowledge within the project team, and hope for a change in temperature that will allow completion of the project

    正确答案:C 你的答案:C

    解析:考点:指导与管理项目工作。出处:PMBOK 中 4.3 指导与管理项目工作。说明:变更请求已经获得批准,但在执行时发现变更请求本身存在问题。因此必须执行变更请求以前,重新寻找替代方案。

    99、 [单选] 项目团队正从客户和项目相关方那里收集所有需求和项目范围。负责该项目的项目经理正在尝试完成项目章程。项目经理应该使用下列哪一项工具和技术?

    The project team is collecting all the requirements and scope from the customer and stakeholders. The project manager in charge of the project is trying to complete the chart. What tool and technique should the project manager use?

    A:范围分析

    Scope decomposition

    B:专家判断

    Expert judgment

    C:排列活动顺序

    D:项目进度安排

    Project scheduling

    正确答案:B 你的答案:A

    解析:参考 PMBOK第6版 中 4.1.2.1。制定章程属于项目早期工作,决策多通过专家判断完成

    100、 [单选] 结束项目阶段,需要执行信息编制,作为项目的历史纪录。文件评估了项目的整体成功性,包括项目的优势、劣势、组织以及用于获得结果的技术。这个信息收集过程称作什么?

    At the conclusion of a project, there is a compilation of information that serves as the memory and history of the project. That document evaluates the overall success of the project including its strengths and weakness, organization and techniques used to get results. What is the collection of information called?

    A:项目相关方的反馈

    Stakeholder feed back

    B:项目实施后的审计

    Post-implementation audit

    C:经验教训

    Lesson learned

    D:最终项目报告

    Final project report

    正确答案:C 你的答案:C

    解析:组织过程资产更新--把历史信息和经验教训信息存入经验教训知识库,供未来项目或阶段使用。可包括问题与风险的信息,以及适用于未来项目的有效技术的信息。每一个阶段的输出是下一阶段的输入。项目收尾阶段更新组织过程资产,其中包含经验教训。

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