PMP®高頻錯(cuò)題（10）
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高頻錯(cuò)題（10）
1、 [單選] 項(xiàng)目不能分配一名主題專家（SME），由于缺少主題專家，團(tuán)隊(duì)擔(dān)心不正確的假設(shè)誤導(dǎo)員工，項(xiàng)目經(jīng)理應(yīng)該怎么做？
The project cannot be assigned to a subject matter expert (SME). Due to the lack of SME, the team fears that incorrect assumptions may mislead employees. What should the project manager do?
A：更新風(fēng)險(xiǎn)登記冊并將該制約因素升級(jí)上報(bào)給人力資源經(jīng)理
Update the risk register and report the constraint upgrade to the human resources manager
B：更新工作績效報(bào)告并更新風(fēng)險(xiǎn)登記冊
Update work performance report and risk register
C：確定是否沒有可用的主題專家替代
Determine if there is no alternative subject matter expert available
D：為主題專家的任務(wù)增加應(yīng)急儲(chǔ)備
Increase the emergency reserve for the SME task
正確答案：A 你的答案：D
解析：PMBOK（6）P332-9.3.2.2獲取資源-人際關(guān)系與團(tuán)隊(duì)技能-談判。與職能經(jīng)理談判，確保項(xiàng)目在要求的時(shí)限內(nèi)獲得最佳資源，直到完成職責(zé)。
2、 [單選] 在獲取成功完成項(xiàng)目的活動(dòng)中，項(xiàng)目團(tuán)隊(duì)喜歡互動(dòng)和交流項(xiàng)目執(zhí)行的故事，此時(shí)項(xiàng)目團(tuán)隊(duì)處于什么階段？
In the event of successful completion of the project, the project team likes to interact and exchange project execution stories. What phase is the project team in?
A：震蕩階段
Oscillation phase
B：調(diào)整階段
C：成熟階段
Adjustment phase
D：規(guī)范階段
Specification phase
正確答案：D 你的答案：C
解析：PMBOK（6）P338-9.4建設(shè)團(tuán)隊(duì)-塔克曼階梯理論。規(guī)范階段，團(tuán)隊(duì)成員開始協(xié)同工作，并調(diào)整各自的工作習(xí)慣和行為來支持團(tuán)隊(duì)，團(tuán)隊(duì)成員會(huì)學(xué)習(xí)相互信任。成熟階段，團(tuán)隊(duì)就像一個(gè)組織有序的單位那樣工作，團(tuán)隊(duì)成員之間相互依靠，平穩(wěn)高效解決問題。抓住關(guān)鍵詞：學(xué)習(xí)相互信任-規(guī)范；成員相互依靠-成熟。本題成員們互動(dòng)交流項(xiàng)目管理案例，是一種相互學(xué)習(xí)，不是相互依靠，所以選規(guī)范階段，不選成熟階段。
3、 [單選] 相關(guān)方稱一個(gè)可交付成果中遺漏一項(xiàng)功能，之前的任何討論中都沒有提及該項(xiàng)功能，也不在驗(yàn)收標(biāo)準(zhǔn)中，然而相關(guān)方卻堅(jiān)稱這項(xiàng)功能是必須的，可以充分利用該可交付成果。項(xiàng)目經(jīng)理應(yīng)該怎么做？
Stakeholders claimed that a function was missed in the deliverables, but this function was not mentioned in any of the previous discussions or was not in the acceptance criteria. However, stakeholders insisted that this function was necessary and the deliverables could be fully utilized. What should the project manager do?
A：實(shí)施該可交付成果并為遺漏的功能提交變更請求
Implement the deliverables and submit a change request for the missing function
B：實(shí)施該可交付成果并開始遺漏功能的工作
Implement the deliverables and begin to work on the missing function
C：推遲實(shí)施該可交付成果并為遺漏的功能提交變更請求
Postpone the implementation of the deliverables and submit a change request for the missing function
D：推遲實(shí)施該可交付成果并開始遺漏功能的工作
Postpone the implementation of the deliverables and begin to work on the missing function
正確答案：C 你的答案：A
解析：PMBOK（6）P113-4.6.3.1實(shí)施整體變更控制-批準(zhǔn)的變更請求。審查所有變更請求、批準(zhǔn)變更，管理對(duì)可交付成果、項(xiàng)目文件和項(xiàng)目管理計(jì)劃的變更，并對(duì)變更處理結(jié)果進(jìn)行溝通。批準(zhǔn)的變更請求應(yīng)通過指導(dǎo)與管理項(xiàng)目工作過程加以實(shí)施。PMBOK（6）P93-4.3.1.3指導(dǎo)與管理項(xiàng)目工作-批準(zhǔn)的變更請求。
4、 [單選] 項(xiàng)目經(jīng)理準(zhǔn)備收尾一個(gè)項(xiàng)目的第四階段，但是一位相關(guān)方拒絕向前推進(jìn)項(xiàng)目，除非增加一個(gè)范圍之外的功能，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？
The project manager is preparing to close the fourth phase of a project, but a stakeholder refused to move forward unless a function outside the scope was added. What should the project manager do next?
A：開始變更請求過程
Start the change request process
B：增加該功能
Increase this function
C：審查相關(guān)方登記冊
Check the stakeholder register
D：與項(xiàng)目相關(guān)方會(huì)面
Meet with the project stakeholder
正確答案：A 你的答案：D
解析：PMBOK（6）P113-4.6實(shí)施整體變更控制。審查所有變更請求、批準(zhǔn)變更，管理對(duì)可交付成果、項(xiàng)目文件和項(xiàng)目管理計(jì)劃的變更，并對(duì)變更處理結(jié)果進(jìn)行溝通。
5、 [單選] 一個(gè)合并跨國公司計(jì)費(fèi)系統(tǒng)項(xiàng)目即將開始，項(xiàng)目經(jīng)理識(shí)別到有三位經(jīng)理對(duì)這項(xiàng)變化感到不舒服，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？
The billing system project of a consolidated multinational corporation will soon begin. The project manager identified that three managers were uncomfortable with this change. What should the project manager do next?
A：將他們關(guān)注的問題升級(jí)上報(bào)給項(xiàng)目發(fā)起人
Report their concerns to the project sponsor
B：定期開始項(xiàng)目變更請求以滿足他們的期望
Start project change requests regularly to meet their expectations
C：運(yùn)用人際關(guān)系技能，管理他們關(guān)注的問題
Use interpersonal skills to manage their concerns
D：通過管理相關(guān)方的需求來監(jiān)督相關(guān)方參與
Control the stakeholders' engagement by managing stakeholders' requirements
正確答案：D 你的答案：C
解析：PMBOK（6）P530-13.4監(jiān)督相關(guān)方參與。監(jiān)督項(xiàng)目相關(guān)方關(guān)系，通過修訂參與策略和計(jì)劃來引導(dǎo)相關(guān)方合理參與項(xiàng)目。
6、 [單選] 在準(zhǔn)備工作分解結(jié)構(gòu)（WBS）時(shí)，項(xiàng)目經(jīng)理意識(shí)到可能存在成本超支，項(xiàng)目經(jīng)理應(yīng)該使用什么工具或技術(shù)來獲得三點(diǎn)估算？
While preparing the Work Breakdown Structure (WBS), the project manager realized that there might be cost overruns. What tools or techniques should be used by the project manager to obtain three-point estimating?
A：項(xiàng)目相關(guān)方訪談
Interview with project stakeholders
B：敏感性分析
Sensitivity analysis
C：風(fēng)險(xiǎn)分析
Risk analysis
D：定量分析
Quantitative analysis
正確答案：A 你的答案：C
解析：PMBOK（6）P432-11.4.2.2實(shí)施定量風(fēng)險(xiǎn)分析-數(shù)據(jù)收集-訪談?？捎糜卺槍?duì)單個(gè)項(xiàng)目風(fēng)險(xiǎn)和其他不確定性來源，生成定量風(fēng)險(xiǎn)分析的輸入。對(duì)有關(guān)相關(guān)方進(jìn)行訪談，有助于確定每個(gè)WBS要素的三點(diǎn)估計(jì)。
7、 [單選] 項(xiàng)目經(jīng)理正在另一個(gè)國家執(zhí)行一個(gè)IT外包項(xiàng)目?？蛻舯г拐f遠(yuǎn)程團(tuán)隊(duì)沒有達(dá)到他們的質(zhì)量標(biāo)準(zhǔn)。項(xiàng)目經(jīng)理應(yīng)該查閱哪一份文件來確認(rèn)這一點(diǎn)？
A project manager is implementing an IT outsourcing project in another country. Customers complained that the remote team did not meet their quality standards. Which document should the project manager check to confirm this?
A：外包公司的質(zhì)量政策
Outsourcing company's quality policy
B：質(zhì)量控制測量結(jié)果
Quality control measurements
C：采購工作說明書(SOW)
Procurement Statement of Work
D：質(zhì)量管理計(jì)劃
Quality management plan
正確答案：D 你的答案：B
解析：PMBOK（6）P286-8.1.3.1規(guī)劃質(zhì)量管理-質(zhì)量管理計(jì)劃。描述如何實(shí)施適用的政策、程序和指南以實(shí)現(xiàn)質(zhì)量目標(biāo)。它描述了項(xiàng)目管理團(tuán)隊(duì)為實(shí)現(xiàn)一系列項(xiàng)目質(zhì)量目標(biāo)所需的活動(dòng)和資源。
8、 [單選] 在風(fēng)險(xiǎn)管理會(huì)議期間，項(xiàng)目經(jīng)理和團(tuán)隊(duì)根據(jù)風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃分析到目前為止使用的資源，該使用什么工具或技術(shù)來評(píng)估余下項(xiàng)目風(fēng)險(xiǎn)所需要的資源？
During the risk management meeting, the project manager and team analyzed the resources used so far according to the risk response plan. What tools or technologies should be used to assess the resources needed for the remaining project risks?
A：技術(shù)績效測量
Technical performance measurement
B：儲(chǔ)備分析
Reserve analysis
C：風(fēng)險(xiǎn)分析
Risk analysis
D：偏差和趨勢分析
Variance and trend analysis
正確答案：B 你的答案：C
解析：審題“評(píng)估余下項(xiàng)目風(fēng)險(xiǎn)所需要的資源”，定位“監(jiān)督風(fēng)險(xiǎn)”過程組。該子過程組提到的儲(chǔ)備分析工具（歸屬數(shù)據(jù)分析），是指在項(xiàng)目的任一點(diǎn)時(shí)比較剩余應(yīng)急儲(chǔ)備和剩余風(fēng)險(xiǎn)量。、雖然A選項(xiàng)跟“儲(chǔ)備分析”一樣歸屬數(shù)據(jù)分析，但是技術(shù)績效分析是把項(xiàng)目執(zhí)行期間所取得的技術(shù)成果和取得相關(guān)技術(shù)成果計(jì)劃記性比較。
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版權(quán)聲明：本文為CSDN博主「LK_Tracking」的原創(chuàng)文章，遵循CC 4.0 BY-SA版權(quán)協(xié)議，轉(zhuǎn)載請附上原文出處鏈接及本聲明。
原文鏈接：https://blog.csdn.net/weixin_40039983/article/details/108405385
1、 [單選] 項(xiàng)目不能分配一名主題專家（SME），由于缺少主題專家，團(tuán)隊(duì)擔(dān)心不正確的假設(shè)誤導(dǎo)員工，項(xiàng)目經(jīng)理應(yīng)該怎么做？
The project cannot be assigned to a subject matter expert (SME). Due to the lack of SME, the team fears that incorrect assumptions may mislead employees. What should the project manager do?
A：更新風(fēng)險(xiǎn)登記冊并將該制約因素升級(jí)上報(bào)給人力資源經(jīng)理
Update the risk register and report the constraint upgrade to the human resources manager
B：更新工作績效報(bào)告并更新風(fēng)險(xiǎn)登記冊
Update work performance report and risk register
C：確定是否沒有可用的主題專家替代
Determine if there is no alternative subject matter expert available
D：為主題專家的任務(wù)增加應(yīng)急儲(chǔ)備
Increase the emergency reserve for the SME task
正確答案：A 你的答案：D
解析：PMBOK（6）P332-9.3.2.2獲取資源-人際關(guān)系與團(tuán)隊(duì)技能-談判。與職能經(jīng)理談判，確保項(xiàng)目在要求的時(shí)限內(nèi)獲得最佳資源，直到完成職責(zé)。
2、 [單選] 在獲取成功完成項(xiàng)目的活動(dòng)中，項(xiàng)目團(tuán)隊(duì)喜歡互動(dòng)和交流項(xiàng)目執(zhí)行的故事，此時(shí)項(xiàng)目團(tuán)隊(duì)處于什么階段？
In the event of successful completion of the project, the project team likes to interact and exchange project execution stories. What phase is the project team in?
A：震蕩階段
Oscillation phase
B：調(diào)整階段
C：成熟階段
Adjustment phase
D：規(guī)范階段
Specification phase
正確答案：D 你的答案：C
解析：PMBOK（6）P338-9.4建設(shè)團(tuán)隊(duì)-塔克曼階梯理論。規(guī)范階段，團(tuán)隊(duì)成員開始協(xié)同工作，并調(diào)整各自的工作習(xí)慣和行為來支持團(tuán)隊(duì)，團(tuán)隊(duì)成員會(huì)學(xué)習(xí)相互信任。成熟階段，團(tuán)隊(duì)就像一個(gè)組織有序的單位那樣工作，團(tuán)隊(duì)成員之間相互依靠，平穩(wěn)高效解決問題。抓住關(guān)鍵詞：學(xué)習(xí)相互信任-規(guī)范；成員相互依靠-成熟。本題成員們互動(dòng)交流項(xiàng)目管理案例，是一種相互學(xué)習(xí)，不是相互依靠，所以選規(guī)范階段，不選成熟階段。
3、 [單選] 相關(guān)方稱一個(gè)可交付成果中遺漏一項(xiàng)功能，之前的任何討論中都沒有提及該項(xiàng)功能，也不在驗(yàn)收標(biāo)準(zhǔn)中，然而相關(guān)方卻堅(jiān)稱這項(xiàng)功能是必須的，可以充分利用該可交付成果。項(xiàng)目經(jīng)理應(yīng)該怎么做？
Stakeholders claimed that a function was missed in the deliverables, but this function was not mentioned in any of the previous discussions or was not in the acceptance criteria. However, stakeholders insisted that this function was necessary and the deliverables could be fully utilized. What should the project manager do?
A：實(shí)施該可交付成果并為遺漏的功能提交變更請求
Implement the deliverables and submit a change request for the missing function
B：實(shí)施該可交付成果并開始遺漏功能的工作
Implement the deliverables and begin to work on the missing function
C：推遲實(shí)施該可交付成果并為遺漏的功能提交變更請求
Postpone the implementation of the deliverables and submit a change request for the missing function
D：推遲實(shí)施該可交付成果并開始遺漏功能的工作
Postpone the implementation of the deliverables and begin to work on the missing function
正確答案：C 你的答案：A
解析：PMBOK（6）P113-4.6.3.1實(shí)施整體變更控制-批準(zhǔn)的變更請求。審查所有變更請求、批準(zhǔn)變更，管理對(duì)可交付成果、項(xiàng)目文件和項(xiàng)目管理計(jì)劃的變更，并對(duì)變更處理結(jié)果進(jìn)行溝通。批準(zhǔn)的變更請求應(yīng)通過指導(dǎo)與管理項(xiàng)目工作過程加以實(shí)施。PMBOK（6）P93-4.3.1.3指導(dǎo)與管理項(xiàng)目工作-批準(zhǔn)的變更請求。
4、 [單選] 項(xiàng)目經(jīng)理準(zhǔn)備收尾一個(gè)項(xiàng)目的第四階段，但是一位相關(guān)方拒絕向前推進(jìn)項(xiàng)目，除非增加一個(gè)范圍之外的功能，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？
The project manager is preparing to close the fourth phase of a project, but a stakeholder refused to move forward unless a function outside the scope was added. What should the project manager do next?
A：開始變更請求過程
Start the change request process
B：增加該功能
Increase this function
C：審查相關(guān)方登記冊
Check the stakeholder register
D：與項(xiàng)目相關(guān)方會(huì)面
Meet with the project stakeholder
正確答案：A 你的答案：D
解析：PMBOK（6）P113-4.6實(shí)施整體變更控制。審查所有變更請求、批準(zhǔn)變更，管理對(duì)可交付成果、項(xiàng)目文件和項(xiàng)目管理計(jì)劃的變更，并對(duì)變更處理結(jié)果進(jìn)行溝通。
5、 [單選] 一個(gè)合并跨國公司計(jì)費(fèi)系統(tǒng)項(xiàng)目即將開始，項(xiàng)目經(jīng)理識(shí)別到有三位經(jīng)理對(duì)這項(xiàng)變化感到不舒服，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？
The billing system project of a consolidated multinational corporation will soon begin. The project manager identified that three managers were uncomfortable with this change. What should the project manager do next?
A：將他們關(guān)注的問題升級(jí)上報(bào)給項(xiàng)目發(fā)起人
Report their concerns to the project sponsor
B：定期開始項(xiàng)目變更請求以滿足他們的期望
Start project change requests regularly to meet their expectations
C：運(yùn)用人際關(guān)系技能，管理他們關(guān)注的問題
Use interpersonal skills to manage their concerns
D：通過管理相關(guān)方的需求來監(jiān)督相關(guān)方參與
Control the stakeholders' engagement by managing stakeholders' requirements
正確答案：D 你的答案：C
解析：PMBOK（6）P530-13.4監(jiān)督相關(guān)方參與。監(jiān)督項(xiàng)目相關(guān)方關(guān)系，通過修訂參與策略和計(jì)劃來引導(dǎo)相關(guān)方合理參與項(xiàng)目。
6、 [單選] 在準(zhǔn)備工作分解結(jié)構(gòu)（WBS）時(shí)，項(xiàng)目經(jīng)理意識(shí)到可能存在成本超支，項(xiàng)目經(jīng)理應(yīng)該使用什么工具或技術(shù)來獲得三點(diǎn)估算？
While preparing the Work Breakdown Structure (WBS), the project manager realized that there might be cost overruns. What tools or techniques should be used by the project manager to obtain three-point estimating?
A：項(xiàng)目相關(guān)方訪談
Interview with project stakeholders
B：敏感性分析
Sensitivity analysis
C：風(fēng)險(xiǎn)分析
Risk analysis
D：定量分析
Quantitative analysis
正確答案：A 你的答案：C
解析：PMBOK（6）P432-11.4.2.2實(shí)施定量風(fēng)險(xiǎn)分析-數(shù)據(jù)收集-訪談?？捎糜卺槍?duì)單個(gè)項(xiàng)目風(fēng)險(xiǎn)和其他不確定性來源，生成定量風(fēng)險(xiǎn)分析的輸入。對(duì)有關(guān)相關(guān)方進(jìn)行訪談，有助于確定每個(gè)WBS要素的三點(diǎn)估計(jì)。
7、 [單選] 項(xiàng)目經(jīng)理正在另一個(gè)國家執(zhí)行一個(gè)IT外包項(xiàng)目?？蛻舯г拐f遠(yuǎn)程團(tuán)隊(duì)沒有達(dá)到他們的質(zhì)量標(biāo)準(zhǔn)。項(xiàng)目經(jīng)理應(yīng)該查閱哪一份文件來確認(rèn)這一點(diǎn)？
A project manager is implementing an IT outsourcing project in another country. Customers complained that the remote team did not meet their quality standards. Which document should the project manager check to confirm this?
A：外包公司的質(zhì)量政策
Outsourcing company's quality policy
B：質(zhì)量控制測量結(jié)果
Quality control measurements
C：采購工作說明書(SOW)
Procurement Statement of Work
D：質(zhì)量管理計(jì)劃
Quality management plan
正確答案：D 你的答案：B
解析：PMBOK（6）P286-8.1.3.1規(guī)劃質(zhì)量管理-質(zhì)量管理計(jì)劃。描述如何實(shí)施適用的政策、程序和指南以實(shí)現(xiàn)質(zhì)量目標(biāo)。它描述了項(xiàng)目管理團(tuán)隊(duì)為實(shí)現(xiàn)一系列項(xiàng)目質(zhì)量目標(biāo)所需的活動(dòng)和資源。
8、 [單選] 在風(fēng)險(xiǎn)管理會(huì)議期間，項(xiàng)目經(jīng)理和團(tuán)隊(duì)根據(jù)風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃分析到目前為止使用的資源，該使用什么工具或技術(shù)來評(píng)估余下項(xiàng)目風(fēng)險(xiǎn)所需要的資源？
During the risk management meeting, the project manager and team analyzed the resources used so far according to the risk response plan. What tools or technologies should be used to assess the resources needed for the remaining project risks?
A：技術(shù)績效測量
Technical performance measurement
B：儲(chǔ)備分析
Reserve analysis
C：風(fēng)險(xiǎn)分析
Risk analysis
D：偏差和趨勢分析
Variance and trend analysis
正確答案：B 你的答案：C
解析：審題“評(píng)估余下項(xiàng)目風(fēng)險(xiǎn)所需要的資源”，定位“監(jiān)督風(fēng)險(xiǎn)”過程組。該子過程組提到的儲(chǔ)備分析工具（歸屬數(shù)據(jù)分析），是指在項(xiàng)目的任一點(diǎn)時(shí)比較剩余應(yīng)急儲(chǔ)備和剩余風(fēng)險(xiǎn)量。、雖然A選項(xiàng)跟“儲(chǔ)備分析”一樣歸屬數(shù)據(jù)分析，但是技術(shù)績效分析是把項(xiàng)目執(zhí)行期間所取得的技術(shù)成果和取得相關(guān)技術(shù)成果計(jì)劃記性比較。
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版權(quán)聲明：本文為CSDN博主「LK_Tracking」的原創(chuàng)文章，遵循CC 4.0 BY-SA版權(quán)協(xié)議，轉(zhuǎn)載請附上原文出處鏈接及本聲明。
原文鏈接：https://blog.csdn.net/weixin_40039983/article/details/108405385
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