PMP?每日一練試題（2023/5/3）
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PMP?每日一練試題內(nèi)容（2023/5/3）
試題1
在進(jìn)度匯報(bào)大會上項(xiàng)目經(jīng)理向大家匯報(bào)了項(xiàng)目的進(jìn)展。從目前的績效情況上來看，項(xiàng)目不是特別的樂觀。項(xiàng)目的初始預(yù)算為9.000w，目前為止實(shí)際花費(fèi)為5，000w，計(jì)劃完成總工作的50%，而實(shí)際只完成了總工作的4 0%，通過分析，項(xiàng)目經(jīng)理發(fā)現(xiàn)此種典型績效會一直持續(xù)下去。高層希望知道按照此種績效的完工尚需估算是多少?還希望知道完工尚需績效指數(shù)是多少?如果項(xiàng)目經(jīng)理采用掙值技術(shù)，他將怎樣按順序告訴高層這兩個(gè)答案?
A、7.5kw,1.35
B、7.5kw,0.72
C、12.5kw,1.35
D、12.5kw;0.72查看答案
試題參考答案：A
試題2
A project team identifies an emergency, which requires an immediate change. Due to the limited schedule.there is not enough time to follow a standard change control process. What should the project manager do next?
項(xiàng)目團(tuán)隊(duì)識別到一個(gè)緊急事件，要求立即進(jìn)行變更。由于進(jìn)度計(jì)劃有限，沒有足夠的時(shí)間遵循標(biāo)準(zhǔn)的變更控制流程。項(xiàng)目經(jīng)理接下來應(yīng)該怎么做?
A、Stop the project until the change is approved by the change control board 停止項(xiàng)目，直到變更獲得變更控制委員會的批準(zhǔn)為止
B、Establish a new change control board to assess the change 建立新的變更控制委員會來評估變更
C、Inform the project sponsor and ask for advice 通知項(xiàng)目發(fā)起人并詢問意見
D、Document the change first and obtain approval from change control board at a later time
首先記錄變更，并在之后獲得變更控制委員會的批準(zhǔn)查看答案
試題參考答案：D
試題3
A company's project management office(PMO)is responsible for coordinating projects in different countries. Some projects did not have financial success. What is one of the benefits a PMO brings to an organization ?
某公司的項(xiàng)目管理辦公室（PMO）負(fù)責(zé)協(xié)調(diào)不同國家的項(xiàng)目。有些項(xiàng)目在財(cái)務(wù)上不成功。PMO給組織帶來的其中一個(gè)好處是什么?
A、Provides adequate oversight of the company's project 為公司項(xiàng)目提供適當(dāng)?shù)谋O(jiān)督
B、Provides oversight of successful projects 為成功項(xiàng)目提供監(jiān)督
C、Keeps resources in successful projects 讓資源留在成功項(xiàng)目中
D、Requires only reviews of unsuccessful projects on a regular basis 只需要定期審查不成功的項(xiàng)目查看答案
試題參考答案：A
試題4
A client asks a global IT company to develop a supply chain monitoring system. A project manager then begins to assist i n the creation of the project charter for the project sponsor. What should the project manager do next?
A. Search the lessons learned repository for historical inform action on project charter.
B. Meet with key stakeholders and the sponsors to discuss project assumptions, success criteria, and critical inputs. C.Identify and define the most appropriate implementation approach for the project deliverables.
D. Meet with the sponsors to outline a detailed timeline with project milestones for resource.
客戶要求一家全球IT公司開發(fā)一個(gè)供應(yīng)鏈監(jiān)控系統(tǒng)。項(xiàng)目經(jīng)理隨后開始協(xié)助項(xiàng)目發(fā)起人制定項(xiàng)目章程。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做?
A、在經(jīng)驗(yàn)教訓(xùn)知識庫中搜索制定項(xiàng)目章程的歷史信息。
B、與關(guān)鍵相關(guān)方和發(fā)起人一起開會討論項(xiàng)目假設(shè)條件，成功標(biāo)準(zhǔn)和關(guān)鍵輸入。
C、識別并定義項(xiàng)目可交付成果最適合的實(shí)施方法。
D、為進(jìn)行資源分配，與發(fā)起人開會以概述出一個(gè)含有項(xiàng)目里程碑的詳細(xì)時(shí)間表。查看答案
試題參考答案：B
試題5
A project manager joins an ongoing project.At a weekly stat us meeting, the team informs the project manager that quality assurance will be carried out at the end of the project plan. What should a project manager do?
A. Continue to implement the current quality assurance plan and ensure that the project is completed on time and on budget.
B. Review quality assurance activities and update the project plan as each deliverable is completed.
C.Use quality assurance to measure project team performance.
D.Perform quality assurance periodically throughout the project's life cycle.
一位項(xiàng)目經(jīng)理加入一個(gè)正在進(jìn)行的項(xiàng)目。在一次每周狀態(tài)會上，團(tuán)隊(duì)通知項(xiàng)目經(jīng)理，項(xiàng)目計(jì)劃中規(guī)定將在收尾階段執(zhí)行質(zhì)量保證。項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、繼續(xù)執(zhí)行當(dāng)期的質(zhì)量保證計(jì)劃，并確保項(xiàng)目按時(shí)、按預(yù)算完成
B、重新審視質(zhì)量保證活動(dòng)，并在完成每個(gè)可交付成果時(shí)更新項(xiàng)目計(jì)劃
C、使用質(zhì)量保證來衡量項(xiàng)目團(tuán)隊(duì)績效
D、在整個(gè)項(xiàng)目的生命周期中定期執(zhí)行質(zhì)量保證查看答案
試題參考答案：D
試題6
在項(xiàng)目執(zhí)行期間，公司被出售，相關(guān)方發(fā)生變化。一名新相關(guān)方詢問項(xiàng)目如何與公司的業(yè)務(wù)需求保持一致。項(xiàng)目經(jīng)理應(yīng)與相關(guān)方一起查閱下列哪份文件?
A、項(xiàng)目管理計(jì)劃
B、相關(guān)方參與計(jì)劃
C、相關(guān)方登記冊
D、需求文件查看答案
試題參考答案：D
試題7
項(xiàng)目經(jīng)理需要具備多種能力才能讓項(xiàng)目成功。其中一個(gè)很重要的技能是戰(zhàn)略和商務(wù)管理技能。以下各項(xiàng)都屬于項(xiàng)目經(jīng)理需要具備的戰(zhàn)略和商務(wù)管理技能，除了∶
A、向其他人解釋關(guān)于項(xiàng)目的必要商業(yè)信息
B、針對每個(gè)項(xiàng)目裁剪傳統(tǒng)和敏捷工具、技術(shù)和方法
C、與項(xiàng)目發(fā)起人、團(tuán)隊(duì)和主題專家合作制定合適的項(xiàng)目交付策略
D、以實(shí)現(xiàn)項(xiàng)目商業(yè)價(jià)值最大化的方式執(zhí)行策略查看答案
試題參考答案：B
試題8
In the middle of a critical project, the project manager finds that the project is behind schedule Which activity should the project manager perform to bring the project back on track?
在一個(gè)關(guān)鍵項(xiàng)目的中間階段，項(xiàng)目經(jīng)理發(fā)現(xiàn)項(xiàng)目落后于進(jìn)度。項(xiàng)目經(jīng)理應(yīng)該執(zhí)行下列哪一項(xiàng)活動(dòng)將項(xiàng)目拉回到正常進(jìn)度軌道?
A、Resource leveling 資源平衡
B、Adjusting leads and lags 調(diào)整提前期量與滯后量
C、Schedule compression 進(jìn)度壓縮
D、What-if scenario analysis 假設(shè)場景分析查看答案
試題參考答案：C
試題9
為了節(jié)省一個(gè)項(xiàng)目的費(fèi)用.公司管理層希望復(fù)制之前一個(gè)項(xiàng)目的需求.項(xiàng)目經(jīng)理應(yīng)使用什么工具或技術(shù)來制定項(xiàng)目需求?
A、頭腦風(fēng)暴
B、原型法
C、標(biāo)桿對照
D、文件分析查看答案
試題參考答案：C
試題10
The lessons learned are organizational process assets collected and document, which is following times?()
經(jīng)驗(yàn)教訓(xùn)屬于在下列哪一個(gè)時(shí)間點(diǎn)收集和記錄的組織過程資產(chǎn)?（）
A、During the last project assets update of document 在最后一次項(xiàng)目資產(chǎn)文件更新期間
B、During a post-mortem meeting hosted by the project management office in the end the last week 在收尾階段最后一周由項(xiàng)目管理辦公室召開的事后分析會議期間
C、Throughout the project life cycle 在整個(gè)項(xiàng)目生命周期
D、In each time update the change request 在每次更新變更請求時(shí)查看答案
試題參考答案：C
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