PMP?每日一練試題（2022/8/1）
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PMP?每日一練試題內(nèi)容（2022/8/1）
試題1
A key user representative involved in product validation activities proposes changes to some tasks and deliverables outlined in the project's methodology.These changes would considerably impact the validation strategy defined during the planning phase.What should the project manager do first?
參與產(chǎn)品核實(shí)活動(dòng)的一名關(guān)鍵用戶代表提出對(duì)項(xiàng)目方法中所述的一些任務(wù)和可交付成果進(jìn)行變更，這些變更將對(duì)規(guī)劃階段所定義的核實(shí)策略造成相當(dāng)大的影響。項(xiàng)目經(jīng)理首先應(yīng)該做什么?
A、Remove the key user representative from the validation team 將該關(guān)鍵用戶代表從核實(shí)團(tuán)隊(duì)開除
B、Include the project management office (PMO) in the discussion 將項(xiàng)目管理辦公室（PMO）包含進(jìn)討論中
C、Send an e-mail to the key user representative with the agreed-upon methodology outlined in the planning phase 向關(guān)鍵用戶代表發(fā)送一封電子郵件，并附上規(guī)劃階段中所述的約定方法
D、Maintain authority and ensure the validation strategy is executed as planned 保留職權(quán)，并確保按計(jì)劃執(zhí)行查看答案
試題參考答案：C
試題解析與討論：m.ichunya.com/st/4762025231.html
試題2
project requires that a feasibility study be conducted for the s ale of products in a new country. What type of contract should the project manager use
一個(gè)項(xiàng)目需要進(jìn)行在一個(gè)新國(guó)家銷售產(chǎn)品的可行性研究，項(xiàng)目經(jīng)理應(yīng)該使用什么合同類型
A、Cost plus award fee（CPAF）. 成本加獎(jiǎng)勵(lì)費(fèi)用合同。(CPAF)()
B、Cost plus incentive fee（CPIF）. 成本加激勵(lì)費(fèi)用合同(CPIF)。
C、Time and material（T&M）. 工料合同（T&M）。
D、Fixed price with economic price adjustment(FP - EPA). 總價(jià)加經(jīng)濟(jì)價(jià)格調(diào)整合同（FP - EPA）。查看答案
試題參考答案：C
試題解析與討論：m.ichunya.com/st/479306381.html
試題3
An organization is completing a critical milestone during the construction of residential properties. The project is fully sponsored by the government. Ten days prior to completion oft his key project phase, affected community members begin a four-day protest,causing the project to be put on hold.W hat should the project manager do?
一家組織正在完成一個(gè)住宅物業(yè)施工過程的一個(gè)很重要里程碑，該項(xiàng)目由政府全力贊助.在這個(gè)關(guān)鍵項(xiàng)目階段完成前十天，受影響的社區(qū)成員開始為期四天的抗議活動(dòng)，導(dǎo)致項(xiàng)目被擱置.項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Mitigate the risk. 減輕風(fēng)險(xiǎn).
B、Increase effort on the project. 為項(xiàng)目付出更多努力.
C、Review the timeline. 審查時(shí)間表.
D、Escalate the issue to the project sponsor. 將該問題升級(jí)上報(bào)給項(xiàng)目發(fā)起人.查看答案
試題參考答案：D
試題解析與討論：m.ichunya.com/st/480423658.html
試題4
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 (h is 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 flow charting to()
某天晚上下班的時(shí)候，由于司機(jī)休假，你們公司的CEO 不得不自己開車。但是他怎么也找不到出樓的路，加上他本來已經(jīng)比較疲憊了，所以他感到非常惱火。第二天就找人要改善本樓的出入系統(tǒng)，以方便大家進(jìn)出。而你正是這個(gè)出入系統(tǒng)的項(xiàng)目經(jīng)理，你決定用流程圖來做什么事情?（）
A、Help analyze how problems occur 幫助分析問題是如何出現(xiàn)的
B、Show dependencies between tasks 表明任務(wù)之間的依賴關(guān)系
C、Show the results of a process 說明一個(gè)流程的結(jié)果
D、Forecast future outcomes 預(yù)測(cè)未來成果查看答案
試題參考答案：A
試題解析與討論：m.ichunya.com/st/496048259.html
試題5
一名新項(xiàng)目發(fā)起人接管一個(gè)處于執(zhí)行階段的項(xiàng)目。項(xiàng)目發(fā)起人要求項(xiàng)目經(jīng)理停止批準(zhǔn)項(xiàng)目資源時(shí)間表。相反，發(fā)起人將該任務(wù)分配給另一名團(tuán)隊(duì)成員。若要重新確立控制權(quán)，項(xiàng)目經(jīng)理下一步應(yīng)該做什么?
A、組織項(xiàng)目發(fā)起人召開會(huì)議，確定新的批準(zhǔn)流程
B、遵循新項(xiàng)目發(fā)起人的指示，將任務(wù)委托給團(tuán)隊(duì)成員
C、和項(xiàng)目發(fā)起人討論資源管理計(jì)劃
D、和項(xiàng)目發(fā)起人討論項(xiàng)目章程中提供的職權(quán)查看答案
試題參考答案：D
試題解析與討論：m.ichunya.com/st/482868700.html
試題6
The project manager must complete the project in the shortest time possible. To do so,the Project manager decides to schedule non-dependent tasks so they occur simultaneously, Which technique is the manager employing?()
項(xiàng)目經(jīng)理必須在盡可能短的時(shí)間內(nèi)完成項(xiàng)目。為做到這一點(diǎn)，項(xiàng)目經(jīng)理決定安排相互獨(dú)立的任務(wù)，以便可以同時(shí)執(zhí)行。項(xiàng)目經(jīng)理使用的是什么技巧?（）
A、Crashing the project timeline 壓縮項(xiàng)目時(shí)間（趕工）
B、Allowing team members to work overtime 允許團(tuán)隊(duì)成員加班工作
C、Fast tracking the project 項(xiàng)目快速跟進(jìn)
D、Scheduling a phased implementation 安排分階段實(shí)施查看答案
試題參考答案：C
試題解析與討論：m.ichunya.com/st/493849980.html
試題7
在項(xiàng)目環(huán)境下，有關(guān)溝通的論述哪一個(gè)是正確的:
A、項(xiàng)目經(jīng)理必須承擔(dān)主要責(zé)任，以確保發(fā)出的信息已經(jīng)收到
B、有效的會(huì)議、“作戰(zhàn)室”可以促進(jìn)有效的溝通
C、如果一個(gè)項(xiàng)目有12個(gè)人，則其溝通通道有42條
D、大多數(shù)項(xiàng)目經(jīng)理有30%的時(shí)間投入到溝通中查看答案
試題參考答案：B
試題解析與討論：m.ichunya.com/st/426412410.html
試題8
A project manager sends out regular status reports to all stakeholders with bulleted lists of project accomplishments,up coming objectives,and and current challenges. However, some stakeholders still complain that they do not and understand the project's status,What should the project manager do?
項(xiàng)目經(jīng)理向所有相關(guān)方發(fā)送定期狀態(tài)報(bào)告，報(bào)告內(nèi)容包，括項(xiàng)目成就列表，即將完成的目標(biāo)和目前的挑戰(zhàn).但是，一些相關(guān)方仍抱怨說他們不了解項(xiàng)目的狀態(tài)項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Contact those stakeholders to and understand their concerns,and follow the change request process prior to implementing changes. 聯(lián)系這些相關(guān)方以了解他們擔(dān)心的問題，并在實(shí)施變更之前遵循變更請(qǐng)求過程(m)
B、Distribute a new,more-detailed status report to those stakeholders. 向這些相關(guān)方分發(fā)一些新的，更詳細(xì)的狀態(tài)報(bào)告
C、Ask those stakeholders to review the communications management plan and provide them with an updated status report. 要求這些相關(guān)方審查溝通管理計(jì)劃并向他們提供最新的狀態(tài)報(bào)告
D、Meet with those stakeholders and the project team to provide a more-detailed project status update. 與這些相關(guān)方和項(xiàng)目團(tuán)隊(duì)開會(huì)，以提供更詳細(xì)的項(xiàng)目狀態(tài)更新查看答案
試題參考答案：C
試題解析與討論：m.ichunya.com/st/4792127293.html
試題9
項(xiàng)目經(jīng)理正在管理價(jià)值300萬(wàn)美元，涉及兩個(gè)供應(yīng)商的項(xiàng)目，項(xiàng)目即將收尾。需要下列哪項(xiàng)信息?
A、風(fēng)險(xiǎn)管理計(jì)劃
B、項(xiàng)目章程
C、采購(gòu)文檔
D、供應(yīng)商管理計(jì)劃查看答案
試題參考答案：C
試題解析與討論：m.ichunya.com/st/4827425093.html
試題10
The project sponsor informs a project manager that even tough a completed project was on schedule,within budget, and met scope requirements, the customer is dissatisfied with the final product. What should the project manager have done to avoid this?
A. Scheduled more meetings while developing a quality management plan.
B.Ensure that deliverables meet the requirements listed in the quality control measurements.
C.Implement the Ishikawa diagram tool.
D. Complete the requirements tracking matrix.
項(xiàng)目發(fā)起人通知項(xiàng)目經(jīng)理，即使已完成的項(xiàng)目符合進(jìn)度計(jì)劃，在預(yù)算范圍內(nèi)并滿足范圍需求，但客戶對(duì)最終產(chǎn)品感到不滿意。若要避免這種情況，項(xiàng)目經(jīng)理應(yīng)該事先做什么?
A、在制定質(zhì)量管理計(jì)劃的同時(shí)安排更多的會(huì)議
B、確?？山桓冻晒腺|(zhì)量控制測(cè)量結(jié)果中列出的要求
C、實(shí)施石川圖工具
D、完成需求跟蹤矩陣查看答案
試題參考答案：D
試題解析與討論：m.ichunya.com/st/476161114.html
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