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PMBOK第5版 第4章练习题(含答案)

作/转载者:PMP团购网      发布时间:2013/9/3        点击: 12633

1.particular stakeholder has a reputation for making manychanges on projects. What is the best approach a project manager can take atthe beginning of the project to manager this stituation?
A. Say “no” to the stakeholder a few times to make him change his habits.
B.Beginstakeholder involvement in the projects as early as possible.
C.Talk to thestakeholder’s boss to find ways to direct thestakeholder’s activities to another project.
D. Ask that the stakeholder not be included in thestakeholder listing.

1. 有一位项目干系人是因经常进行项目变更是出了名的。在项目开始时,项目经理最好是采取什么方法来管理这种情况?
A. 对这位干系人说几次“不”,使他改掉他的习惯
B. 尽可能早地让这位干系参与到项目中
C. 和这位干系人的老板商量办法,把他调到其他项目
D. 要求别把这位干系人列入干系人名单

2. Which project management process groupdefines and authorizes the project?
A. Planning
B. Monitoring and Controlling
C. Initiating
D. Executing

2. 哪个项目管理过程组确定并且核准一个项目?
A. 规划
B. 监控
C. 启动
D. 执行

3.Integration is done by:
A. Senior management
B. Project team member
C. Project management consultant
D. Project manager

3. 整合由__________来做。
A. 高级管理层
B. 项目队伍成员
C. 项目管理顾问
D. 项目经理

4. The most important role of PM in a matrixorganization is?
A. Communication
B. Integration
C. Negotiating
D. Leadership

4. 项目经理在矩阵组织中最重要的角色是?
A. 沟通
B. 整合
C. 谈判
D. 领导

5.All technical work is completed on the project.Which of the following remains to be done?
A. Project budget
B. Risk management plan
C. Staff management plan
D. Lessons learned

5. 项目所有的技术工作都已完成,下面哪项是接下来要做到的?
A. 项目预算
B. 风险管理计划
C. 职员管理计划
D. 经验教训总结

6. Which of the following is true regardingconstraints and assumptions?
A. Constraints restrict the actions of theproject team, and assumptions are considered true for planning purposes.
B. Constraints are considered true for planningpurposes, and assumptions limit the options of the project team.
C. Constraints consider vendor availability andresource availability to be true for planning purposes. Assumptions limit theproject team to work within predefined budgets or time lines.
D. Constraints and assumptions are inputs to theInitiation process. They should be documented, as they will be .used throughoutthe project Planning process.

6. 下列关于约束条件和假设条件的说法哪项是正确的?
A. 约束条件限制项目团队的活动,假设条件为计划的目的认为是真的
B. 约束条件为计划的目的认为是真的,假设条件限制项目团队的选择
C. 约束条件为计划的目的认为买方可得性和资源可得性是真的,假设条件限制项目团队在预算与时间内工作
D. 约束条件和假设条件是启动过程的输入。应该文档化,并且在整个项目计划过程中使用

7.While theproject is being completed, management requests a change. What is the FIRSTthing the project manager should do?
A. Comply with the request if possible
B. Obtain a complete understanding of the scopeof the change
C. Tell the customer that a change will becoming
D. Ask the team to accept the change

7. 项目完成的时候,管理层要求进行个变更,项目经理首先应该做什么?
A. 如果可能完成这个要求
B. 对范围的变更获得完全的理解
C. 告诉客户变更即将发生
D. 要求团队接受此变更

8.Procurement closeout is different with closeproject in the procurement closeout:
A. Occurs before close project
B. Is the only one to involve the customer
C. Includes the return of the project
D. May be done more that once for each contract

8. 采购收尾不同于项目收尾,在于采购收尾是:
A. 发生在项目收尾前
B. 是唯一有客户参与的阶段
C. 包含归还财产
D. 可能在一个合同过程中进行多次

9. All of the following are correct statementsabout a project manager except?
A. They are assigned after work performancereports are distributed
B. They have the authority to say no whennecessary
C. They manage changes and factors that createchange
D. They are held accountable for project successor failure

9. 下列都是关于项目经理的正确描述,除了:
A. 他们在工作绩效报告分发之后被指派到项目中
B.他们有在必要时说不的权力
C.他们管理变更以及产生变更的因素
D. 他们对项目的成功或失败负责

10. Project manager is involved in thedevelopment of the project charter.He needs to further develop project justification.Whichof the following is the best idea?
A. Interview with the sponsor
B. Collect organizational processassets,especially focus on historical information
C. Refer to the project statement of work
D. Refer to the procurement statement of work

10. 项目经理参与项目章程的制定,他需要进一步进行项目的判断,下列哪一项是最好的主意?
A. 会见发起人
B. 收集组织过程资产,特别关注历史信息
C. 参考项目工作说明书
D. 参考采购工作说明书

11. You are a new project manager who has nevermanaged a project before and you have been asked to plan a new project. Itwould be BEST in this situation to rely on____ during planning to improve yourchance of success.
A. Your intuition
B. Your training
C. Historical information
D. Responsibility chart

11. 你是一个新项目经理,而且从来没有管理过项目,你被要求策划一个新项目。在规划阶段要使你增加成功的几率,你最好靠____。
A. 你的直觉
B. 你的培训
C. 历史信息
D. 职责矩阵

12. The BEST time to assign a project manager toa project is during:
A. execution.
B. closure.
C. initiation.
D. planning.

12. 分配项目经理到项目的最佳时间是在?
A.执行
B.收尾
C.启动
D.规划

13. A project manager is trying to convincemanagement to use project management and has decided to start with a charter.Why would the charter help the project?
A. It describes the details of what needs to bedone.
B. It lists the names of all team members.
C. It gives the project manager authority.
D. It describes the project's history.

13. 项目经理试图说服管理层启动项目时采用项目章程,项目章程的作用是什么?
A.描述了工作细节
B.列出了全部团队成员的名字
C.授予项目经理权限
D.描述了项目的历史

14. What is the purpose of the project charter?
A. To recognize and acknowledge the projectsponsor
B. To recognize and acknowledge the existence ofthe project and commit organizational resources to the project
C. To acknowledge the existence of the projectteam, project manager, and project sponsor
D. To describe the selection methods used tochoose this project over its competitors

14. 项目章程的目的是什么?
A. 认可项目发起人
B. 认可项目的存在并将组织资源分配给项目
C. 认可项目队伍、项目经理、项目发起人
D. 描述选择项目的方法

15. A project charter includes:
A. Precedence diagramming methods
B. Task estimates
C. Detailed resource estimates
D. High-level requirements

15. 项目章程包括:
A.前导图法
B.任务估算
C.详细的资源估算
D.项目的总体要求

16. At a minimum, the project charter should
A. Describe the responsibilities and authorityof the project manager 。
B. Discuss the risks and constraints of theproject and the plan to address those concerns
C. Designate the organizational structure of theproject
D. State the business goals of the performingorganization

16. 项目章程至少应该:
A.说明项目经理责任与权限
B.讨论项目及计划的风险与约束条件,以明确这些问题
C.设计项目组织结构
D.明确执行组织的商业目际

17.All of the following are characteristics ofthe project charter EXCEPT:
A. It is the document that formally authorizes aproject.
B. It is issued by a project initiator orsponsor external to the project organization, at a level that is appropriate tofunding the project.
C. It is used primarily to request bids fordifferent phases of a project.
D. It provides the project manager with theauthority to apply organizational resources to project activities.

17. 下列哪项不是项目章程的特点?
A. 一个正式批准一个项目的文档
B. 由项目组织以外的项目发起人或出资人发布,其层次根据项目需要
C. 用来在项目不同的阶段请求标书
D. 给项目经理提供权利应用组织资源到项目活动中

18. Therequirement to complete the project in three months using only four resourcesis an example of:
A. constraints.
B. earned value analysis components.
C. benefit cost ratios.
D. law of diminishing returns.

18. 项目要求在三个月内完成,而只投入4个资源,这是一个什么情况的例子?
A.制约因素
B.实现值分析组成
C.收益成本比率
D.收益递减法则

19.Your company just a major new project. Itwill begin in three months and is valued at US $2 000 000.You are the projectmanager for an existing project. What is the FIRST thing you should do once youhear of the new project?
A. Ask management how the new project will useresources.
B. Resource level your project.
C. Crash your project.
D. Ask management how the new project willaffect your project.

19.你们公司刚刚赢得一个大的新项目.项目将于三个月后开始,价值达2百万美元.你是目前执行的一个项目的项目经理.你在听到这个新项目的时候,应该做的第一件事情是什么?
A.询问管理层新项目将如何使用资源.
B.确定你自己的项目的资源水平.
C.进行项目赶工.
D.询问管理层,新项目对你的项目将产生何种影响.

20. For external projects, who is responsible toprovide the project statement of work?
A. Project manager
B. Sponsor
C. Customer
D. Project management team

20. 对于外部项目,谁负责提供项目工作说明书
A. 项目经理
B. 发起人
C. 客户
D. 项目管理团队

21.What is the LAST thing to do in project closure?
A. Complete the lessons learned
B. Provide the client with all pertinent documentation
C. Update the archives
D. Release the team

21. 在项目收尾时最后应该做的是:
A.完成经验总结
B.提供给客户所有相关的文档
C.更新档案
D.解散团队

22. Your customer asks for a small change in the project, which was not budgeted in the project. It is a small effort as compared to the total project and you need the goodwill of the customer for such a multimillion-dollar pipeline project. You will:
A. Refuse to do the work
B. Agree to do the work at no charge
C. Do the work and bill him later
D. Assess the cost and schedule impact and tell them you will decide later

22. 你的客户要求一个小的变更,它并没有包括在项目预算以内。和整个项目相比,这只是一个小的工作,而且对于这样一个几百万美元的管道项目,你需要客户的良好信赖。你应该:
A. 拒绝这一工作
B. 同意免费接受这一工作
C. 做这一工作,然后开票
D. 评估对进度和成本的影响,告诉他们,你随后再作决定

23. You are a member of a large government project. You know that the contract insists that all equipment be manufactured in the United States. You see a senior member of your team replacing a company etching on a piece of equipment that was made in a foreign country. You confront this person, and he says he is following the project manager’s orders. What should you do?
A. Nothing; the project manager made the decision.
B. Immediately report the violation to the government.
C. Update your resume and look for another job.
D. Talk to the project manager about the situation, and then decide what to do.

23. 你是一个大型政府项目的成员。你知道合同规定所有设备必须在美国生产。你看到团队中一个资深成员正在用国外生产的一件设备来替换锈蚀的配件。你面对这个人提出问题,他说他按照项目经理的指令做的,你应该:
A. 不做什么,项目经理做的决策。
B. 立即向政府报告。
C. 更新你的简历找新的工作。
D. 和项目经理交流这个情况,再作决定。

24.During project closure a project sponsor complains that the project did not increase the department’s knowledge of Java programming and therefore, the project is not complete. The customer has accepted the project. The project manager determines that all stated objectives and deliverables have been met. He does not find evidence that Java programming was an objective. A review of project correspondence shows no mention of the deliverable. The project manager should:
A. begin project closure.
B. re-plan the project to include the new objective.
C. meet with the team to discuss the issue and find a resolution.
D. get the project stakeholders involved to help resolve the issue.

24. 在一个项目收尾阶段,投资人抱怨该项目没有提升部门的Java 编程知识,因此该项目没有完成,但客户已经接受该项目。项目经理确定所有的规定目标和可交付成果均符合要求,没发现把Java 程序设计列为项目目标,回顾项目的相关信件表明没有提到过这一事项,项目经理应该:
A.开始项目收尾
B.重新规划项目以包含新的目标
C.召开团队会议讨论问题并寻求解决方案
D.通过相关项目干系人解决问题

25.Written change request should be required on?
A. All projects, large and small
B. Large projects
C. Projects with a formal configuration management system in place
D. Projects for which the cost of a change control system can be justified

25. 下列哪项要求书面的变更请求?
A.所有项目,不论大小
B.大项目
C.实施正规配置管理系统的项目
D.需要进行成本变更控制系统的项目

26.Which of the following BEST describes formal acceptance of a project?
A. Substantial completion is reached.
B. Customer signoff of the product is documented.
C. Final payment is made.
D. Final deliverables are sent to the customer.

26. 下面哪项最好的描述了项目的正式接受?
A. 确实已经完成项目
B. 客户签收项目产品的交付文档
C. 最终付款完成
D. 最终可交付使用成果送达客户

27. The project charter should be approved by?
A. Project manager
B. Project management office
C. Functional manager
D. Project coordinator

27. 项目章程由谁批准?
A. 项目经理
B. PMO
C. 职能经理
D.项目协调员

28. While doing resource planning for your project, you visited the functional manager of engineering many times but she refused to supply resources for the project. First, the excuse was that her department was too busy. The next time, the department was undergoing a re-organization. This is causing your project to slip the schedule. The lack of which of the following is the MOST probable reason for her lack of support?
A. Gantt chart
B. WBS
C. Project charter
D. RAM

28. 在为你的项目编制资源计划时,你几次拜访工程部的职能经理,但她拒绝提供资源,第一次借口她的部门太忙,第二次说她的部门正在重组,这使得你的项目进度要延迟。缺少下列哪一个文件,是她对你支持不够的最可能原因?
A. 甘特图
B. WBS
C. 项目章程
D. 职责分配矩阵

29.The project manager’s role during execution of the project can BEST be described as a (an):
A. Director.
B. Integrator.
C. Coordinator.
D. Leader.

29. 在项目执行阶段,对项目经理角色最确切的描述是:
A. 指导者
B. 整合者
C. 协调员
D. 领导

30. When is integration performed?
A. Project planning
B. Project execution
C. At key interface points
D. At the end of each project management phase

30. 在什么时候执行整合管理?
A. 项目规划时
B. 在项目执行时
C. 在关键界面点
D. 在每个项目管理阶段完成时

31. 公司要成立一个PMO,要用到PMBOK的知识,你作为项目经理应该怎么办?
A. 不同意
B. 不支持
C. 认为意义不大
D. 同意,开始推广

32.在弱/平衡矩阵中,项目经理向谁汇报?
A. 项目经理的上司
B. 项目经理的经理
C. 职能经理
D. 发起人

33. 经验教训文件用于哪里?
A. 执行阶段
B. 启动阶段
C. 项目生命周期
D. 规划阶段

34. 某公司的管理层找到你,想请你出任一个小项目的项目经理,并说你在这方面非常有经验,所以就不需要发布项目章程。你应该做什么?
A.接受这个任务
B.告诉管理层,没有项目章程就做项目可能产生的不良后果
C.向管理层要求更高的报酬,然后接受这个任务
D.动手起草项目章程

35. 变更请求由下述人员提出?
A. 项目经理
B. 职能经理
C. 干系人
D. 发起人

36. Which of the following is not necessary at the time of project end?
A. Negotiate with functional managers for relocation of team members to the functional departments.
B. Transfer the project’s products,services,or results
C. Gather lessons learned
D. Have a celebration
36. 在项目结束,下面哪一项是不必要的?
A. 与职能经理谈判,将团队成员重新安置到职能部门
B. 移交项目的产品、服务或成果
C. 收集经验教训
D. 进行庆祝

37. You are a project manager and are in the Closing processes of the project. Your customer has been presented with a formal acceptance and sign-off document. They refuse to sign, claiming the product does not meet their expectations. You know that this situation could have been prevented by doing all of the following except:
A. Documenting the client’s requirements
B. Performing quality audits during the process
C. Documenting the customer’s refusal to sign
D. Requesting sign-off at important milestones

37. 你是项目经理,你的项目已到收尾阶段。你给客户提交了一份正式验收和需要签字的文件,客户拒绝签字,声称产品没有满足他们的期望。你知道这种情况可以通过下列行为来避免,但不包括:
A. 记录归档客户需求
B. 在过程中进行质量审计
C. 记录客户拒绝签字
D. 要求对重大里程碑签字

38.你正在制定一份项目计划。你已经确定聘用一位对项目至关重要的专家,她的经验对于项目的成功将会有极其大的价值。但是,你不知道她什么时候可以来为项目工作。因此,你假设了一个开始日期。这个例子表明,假设通常会涉及到一些风险,这是因为假设:
A. 基于应吸收的教训
B. 可能没有任何先例
C. 包括一些限制项目管理团队的选择范围的因素
D. 包括一些被认为是正确的、真实的或确定的因素

39. A major construction project has been having a lot of schedule changes due to unanticipated weather problems. Who should be notified of these changes?
A.Stakeholders.
B.Management.
C.Project team.
D.Functional managers

39. 一个主要施工项目因未料到的天气问题,而发生了多次进度计划变更。对于这些变更,应该通知谁?
A.干系人
B.管理层
C.项目团队
D.职能经理

40. The project sponsor decided to interrupt funding for your project. You should?
A. Stop work immediately and release all resources.
B. Decrease team size
C. Start closing the project.
D. Remove non-critical tasks.

40. 项目发起人决定中断你的项目的资金,你应该?
A. 马上停止工作,并释放所有资源
B. 缩小团队规模
C. 开始项目收尾
D. 删除非关键任务

41. A team member notifies you, afterthe fact, that she has added extra functionality to the project. There was noimpact on the cost or schedule. What should be done as a
result of this change?
A. Inform the customer
B. Make sure marketing is aware of the change.
C. Understand what functionality was added.
D. Implement change control processes to trackthe change.

41. 一位团队成员在对项目增加额外功能后,才向你汇报:该额外增加的功能对项目成本或进度计划没有影响。针对这种变更,应该如何做?
A. 通知客户.
B. 确保营销部门了解变更一事.
C. 了解增了什么功能.
D. 执行变更控制过程对变更进行跟踪

42.What is thefunction of CCB?
A. approving and rejecting the requested changes
B. Specification and Standard Change
C. Project Performance Review
D. Determination of the Management Reserve

42. 变更控制委员会(CCB)的职能是什么?
A.批准或否决变更请求
B.规范与标准变更
C.项目绩效审查
D.管理储备的确定

43. Youhave just taken control of a project in the middle of execution and need tolearn who has approval authority for revisions in scope. Which documentprovides this information?
A. Resource assignment matrix
B. Change control system
C. Project charter
D. Client organization chart

43.在一个项目的实施过程中,你接管这个项目。你需要了解谁有权力批准范围的修订,从哪个文件中可以获得这一信息?
A. 资源分配矩阵
B.变更控制系统
C.项目章程
D.客户组织关系图

44. An oil field development project managerbelieves that modifying the project scope may increase production and willincrease the owner’s profit level. What should the projectmanager do?
A. Changethe WBS
B. Contact the customer to improve understanding
C. Call ameeting with the project team
D. Updatethe scope management plan

44. 一个油田开发项目的经理认为修改项目范围可以增加产量并提高业主的利润率,他应该:
A. 变更WBS
B. 联系客户、加强了解
C. 召集项目团队会议
D. 更新项目管理计划

45.Your approved cost baseline has changedbecause of a major scope change on your project. Your next step should be to
A. Estimate the magnitude of the scope change
B. Issue a budget update
C. Document lessons learned
D. Execute the approved scope change

45. 你项目的一项较大的范围变更改变了经你核准通过的成本基线。下一步你应该怎么做
A. 评估范围变更的幅度
B. 发布更新的预算
C. 制作学到的经验教训的说明文件
D. 执行得到通过的范围变更

46. One of your senior technical specialistsinforms you a major design flaw exists in a systems development project you aremanaging. You are already testing the system and planned to roll it out to morethan 5,000 users in a month. You know that changing the design now will causesevere cost and schedule overruns. As project manager, what should you dofirst?
A. Issue a stop work order until you understandthe extent of the project.
B. Notify your project sponsor immediately tosee if there are additional funds available to work on this problem.
C. Notify your senior management and let themdecide what to do.
D. Hold a meeting as soon as possible with keymembers of your project team to discuss possible solutions to the problem.

46. 你的一个资深技术专家告诉你,你所管理的系统开发项目中存在一个大的设计缺陷,系统已经进行测试并计划一个月后给5000名用户布署使用。你知道改变设计将会造成重大的进度延迟和成本超支。作为项目经理,你首先应该:
A. 发出一个停工单,直到了解了项目的范围。
B. 立即通知项目发起人,看看有没有额外资金投入来解决这个问题。
C. 通知高级管理层,让他们来决定下一步的行动。
D. 尽快和你的项目团队关键成员开一个会议讨论解决问题的可能方案。

47. You are working on a telecommunicationproject. The product and system requirements have been determined and agreed toby the customer, your management, and other key stakeholders. Work isproceeding on the project according to schedule. Everyone seems pleased withthe progress to date. You have just learned that a new regulatory requirementwill cause a change in one of the project’s performancespecification. To ensure that this change is incorporated onto the project plan,you should .
A. call a meetingof the change control board
B. change the WBS, project schedule, and project plan to reflect the new requirement
C. prepare achange request
D. immediatelyinform all affected stakeholders of the new approach to take on the project

47. 你正在管理通信项目。客户,你的上级和其他有关方面都已经确定和批准了产品和系统要求。项目按照时间表实施。到目前为止似乎每个人对进度感到满意。你刚刚得知一个新的管理规定将引起一个项目执行标准发生变更。为保证该变更包括在项目计划中,你应该 。
A. 召开变更控制委员会会议
B. 修改WBS、项目时间表和项目计划,以反映新的规定和要求
C. 准备变更请求
D. 立即通知收到影响的各位干系人有关项目实施的变更内容

48.A project is completed when:
A. Administrative closure is achieved
B. Deliverables have been accepted by thecustomer
C. All schedule dependencies have beenintegrated
D. Final project cost figures have beenreconciled

48. 项目在何时完工:
A. 项目行政收尾已经完成
B. 顾客已接受成果
C. 所有计划从属关系已经整合
D. 最后项目成本数字已经核对

49.When do we needto make new baselines?
A. Project is behind the schedule andover-running the cost.
B. When we need realistic data for project toperformance measurement.
C. After we have taken corrective actions andpreventive actions.
D. When there were big changes in the resourecesor when a new project manager was assigned in the middle of the projectexecution

49. 我们何时需要制定新的基准
A.项目落后于进度并且成本超支
B.当我们需要项目的真实数据来测量绩效时
C. 在我们已经采取了纠正措施和预防措施之后
D. 当资源有大的变化或者在项目执行的中间阶段指派了一个新的项目经理

50. You have just finished most of the work on anew systems integration project when the seller comes to you with detailed proceduresfor closeout of the contract. The contract included closeout procedures. Whatshould you do?
A. Revisethe closeout procedures after getting management's approval
B. Get achange order
C. Createnew procedures that are more complete
D. Assessthe quality of the seller's new detailed procedures and if they are better thanthe current procedures, use them

50. 你刚刚完成一个系统集成项目的大部分工作,供应商找到你拿出一个详细的合同收尾程序。你应该:
A. 获得管理层批准后修订收尾程序
B. 获得一个变更单
C. 建立一个更加完善的程序
D. 评估供应商新的详细程序的质量,如果好于现在的程序,就予采纳

51. Which of the following provide proceduresfor providing the status of the deliverables and that the proposed changes arethoroughly considered and documented before approving a change to the project?
A. Formal configuration management system
B. Updated project management plan
C. Updated WBS
D. Preliminary project scope statement

51. 以下哪个选项可以提供项目可交付成果的状态并且提议的变更会被全面考虑。而且在审批前已经归档?
A. 正式的配置管理系统
B. 更新的项目管理计划
C. 更新的工作分解结构
D. 初步项目范围说明

52.A change controlsystem should be created:
A. as needed on the project.
B. by management.
C. as a formal documented procedure.
D. by the team.

52. 变更控制系统应该被创建:
A.根据项目需要.
B.由管理层
C.一套正式书面程序
D.由项目团队

53.All of the following are required to bring aproject to closure EXCEPT?
A. Perform project feedback with the team
B. Obtain sign off from the customer
C. Review project documentation for completeness
D. Update the project plans

53. 下面哪项不是项目收尾所要求的
A. 与团队成员完成项目反馈
B. 从客户处得到获得签名
C. 回顾所有项目文件
D. 更新项目计划

54. You are the project manager for a largegovernment contract. The contract was signed a year ago for this three-year,multi-million-dollar project. You were not involved in writing the contract orsetting up change control procedures, but now you are being inundated withchange requests from the project sponsor and from your own senior management. Whatshould you do first?
A. Tell the sponsor and your senior managementthat any changes are out of scope at this point and cannot be considered.
B. Ask senor management to set aside moremanagement reserve to avoid potential financial problems.
C. Talk to your legal department to make sureyou don't do anything illegal.
D. Meet with the project sponsor and seniormanagement to discuss this problem and potential solutions.

54. 你是一个大型政府合同的项目经理。这是一个三年期几百万美元的项目,在一年前签订了合同。你没有参与合同的起草和变更控制程序的制定。但是,现在你被项目发起人和上级主管的变更申请淹没了,怎么办?
A. 告诉发起人和高级管理层,到此时任何的变化都超出了范围,不应当考虑了
B. 要求高层设立更多的管理储备来避免财务问题
C. 和法律部门交谈,以保证你的活动不会违法
D. 会见项目的发起人和高层,商讨问题和可能的解决方案

55. You have been assigned to manage apportionof a larger project that is supposed to be finished within a two-week period.You have met with the leadership of the area to gather requirements, and youhave a project charter, scope statement and project plan that have beenapproved by these individuals. You are told to meet with the actual user of theresults of the project to demonstration, it is clear that the user’s requirements are very different from the ones you were initiallygiven and to which both you and the client agreed. What is the BEST thing foryou to do now?
A. Generate a change request for the user’s requirements
B. Convene another meeting with the leadershipof the area and the user to generate a revised set of requirements
C. Attempt to meet as many of the user’s requirements as possible within the project’s established budget and schedule
D. Complete the work as originally specified andformulate a new project to meet the user’s requirements.

55. 你被任命管理一个大型项目的一部分,这部分应该在两周完成。你和该领域的领导一起搜集要求。项目章程已经制定,范围说明书和项目计划已经得到批准。你要约见产品的真正用户向他们展示系统是如何工作的。展示时,你了解到用户是要求同你最初和业主达成一致的要求非常不同。这是,你最好:
A. 根据用户的要求做一个变更请求
B. 和该领域的领导及用户开会修改要求
C. 在项目预算和工期内尽量多地满足用户的要求
D. 完成原有项目,用户的要求作为一个新项目实施

56. The carpeting subcontractor has, withoutprior approval, installed carpet that is a slightly different pattern from thepattern selected for the project. The difference in cost per square yard savesapproximately US $10000. Upon learning of the change, the BSET course of actionfor the project manager is to:
A. Demand that the original carpeting beinstalled.
B. Meet with the customer to explain whathappened and celebrate the $10000 windfall.
C. Document the change in the change controlplan.
D. Determine the overall impact on the project.

56. 负责铺地毯的分包商未经批准铺了与原项目原来选择的地毯式样有一点不同的地毯。这个变化使得每平方码节约了大约10000美元。为了使得这件事情中取得经验教训,项目经理采取的最好的反应是:
A. 命令分包商更换成原设计的地毯
B. 会见客户,对发生的事情进行解释。然后庆祝发了一笔10000美元的横财
C. 在变更控制计划中记录发生的变化
D. 确定这个变化对于项目的整体影响

57. In a project, two team members were usingdifferent versions of WBS. Team members could not know the status of prjectmanagement plan. Project manager shall firstly check?
A. Deliverable
B. Performance reports
C.Change controlsystem
D. Configuration management system

57. 在项目中,两个项目团队成员使用不同版本的WBS。团队成员不知道项目管理计划的情况。项目经理首先应该检查?
A. 可交付成果
B. 绩效报告
C.变更控制系统
D. 配置管理系统

58. A project is considered closed when the:
A. client accepts the product.
B. lessons learned are completed.
C. archives are completed.
D. contract is finished.

58. 项目在什么时间被考虑已结束?
A.客户接受了产品
B.经验教训总结已完成
C.项目档案已完成
D.合同已结束

59. Which is the latest activity done at closingphase of the project?
A. Reassignment of team members
B. Newtraining resource plan for project managers
C. Teamperformance appraisal report
D. Individual appraisal report

59. 项目收尾的最后工作是:
A. 团队成员的重新分配
B. 新的培训资源计划
C. 团队绩效考核评估
D. 个人考核评估

60. 你的项目有二个承包商,你的项目要把二个的产品组装在一起,其中一个承包商告诉你:他提供的产品有规格问题,有可能会引起项目的质量问题。第二天,项目就要交工,你应该怎么办?
A. 停止工作
B. 不管
C. 评估影响
D. 和管理层沟通,项目有风险,要求延迟

PMBOK指南(第5版)第三章习题 参考答案

1. 参考答案:B
知识要点:让干系人尽早参与项目,可以提高满意度
资料来源:《PMBOK指南》第5版第55页,或培训讲义第45页

2. 参考答案:C
知识要点:启动过程组授权开始项目或阶段
资料来源:《PMBOK指南》第5版第54页,或培训讲义第45页

3. 参考答案:D
知识要点:项目经理负责整合管理
资料来源:《PMBOK指南》第5版第63-64页,或培训讲义第51页

4. 参考答案:B
知识要点:项目经理负责整合管理
资料来源:《PMBOK指南》第5版第63-64页,或培训讲义第51页

5. 参考答案:D
知识要点:项目收尾,需要做经验教训总结,以更新组织过程资产
资料来源:《PMBOK指南》第5版第101页,或培训讲义第71页

6. 参考答案:A
知识要点:假设和制约的定义
资料来源:《PMBOK指南》第5版第528页、第532页,或培训讲义第55页

7.参考答案:B
知识要点:变更管理需要先了解变更
资料来源:《PMBOK指南》第5版第94-100页,或培训讲义第68页

8. 参考答案:A
知识要点:先结束采购,再结束项目

9. 参考答案:A
知识要点:项目经理尽早分配,在启动过程组(制定项目章程过程)就分配。选项A的工作绩效报告属于监控过程组的输出
资料来源:《PMBOK指南》第5版第67页

10. 参考答案:C
知识要点:制定项目章程的输入
资料来源:《PMBOK指南》第5版第70页,或培训讲义第52页

11. 参考答案:C
知识要点:要参考组织过程资产的历史信息

12. 参考答案:C
知识要点:项目经理尽早分配,在启动过程组(制定项目章程过程)就分配。
资料来源:《PMBOK指南》第5版第67页

13. 参考答案:C
知识要点:项目章程是授权项目经理动用组织资源的文件
资料来源:《PMBOK指南》第5版第66页,或培训讲义第51页

14. 参考答案:B
知识要点:项目章程是正式批准项目并授权项目经理在项目活动中使用组织资源的文件
资料来源:《PMBOK指南》第5版第66页,或培训讲义第51页

15.参考答案:D
知识要点:项目章程包含的内容
资料来源:《PMBOK指南》第5版第72页,或培训讲义第55页

16. 参考答案:A
知识要点:项目章程是授权项目经理动用组织资源的文件
资料来源:《PMBOK指南》第5版第72页,或培训讲义第55页

17. 参考答案:C
知识要点:项目章程是正式批准项目并授权项目经理在项目活动中使用组织资源的文件
资料来源:《PMBOK指南》第5版第66-68页,或培训讲义第51-52页

18.参考答案:A
知识要点:制约是指限制因素
资料来源:《PMBOK指南》第5版第532页,或培训讲义第55页

19. 参考答案:D
知识要点:先询问管理层,新项目对你的项目将产生何种影响.

20.参考答案:C
知识要点:外部项目,由客户提供SOW
资料来源:《PMBOK指南》第5版第68页,或培训讲义第53页

21.参考答案:D
知识要点:项目收尾活动的顺序
资料来源:培训讲义第71-72页,或者《PMBOK指南》第5版第101页

22.参考答案:D
知识要点:变更管理流程
资料来源:培训讲义第68页,或者《PMBOK指南》第5版第94-100页

23.参考答案:D
知识要点:先沟通,再作决定

24.参考答案:A
知识要点:该做的事情,做完就可以项目收尾
资料来源:培训讲义第71页,或者《PMBOK指南》第5版第101页

25.参考答案:A
知识要点:变更请求可以口头提出,但必须以书面形式记录
资料来源:培训讲义第65页,或者《PMBOK指南》第5版第96页

26.参考答案:B
知识要点: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
资料来源:培训讲义第104页,或者《PMBOK指南》第5版第135页

27.参考答案:B
知识要点:项目章程由高层批准
资料来源:培训讲义第52页,或者《PMBOK指南》第5版第68页

28.参考答案:C
知识要点:项目章程是授权项目经理动用组织资源的文件
资料来源:培训讲义第51页,或者《PMBOK指南》第5版第66页

29.参考答案:B
知识要点:项目经理是整合者,负责整合管理

30.参考答案:C
知识要点:关键界面点,就是关键的衔接部位或者接口,需要做好整合管理

31. 参考答案:D
知识要点:项目经理要积极推广PMBOK知识

32.参考答案:C
知识要点:在弱/平衡矩阵组织中,项目经理向职能经理汇报
资料来源:培训讲义第29页,或者《PMBOK指南》第5版第22页

33.参考答案:C
知识要点:经验教训文件是组织过程资产里重要的一部分,在整个项目生命周期都需要参考到

34.参考答案:B
知识要点:项目章程是正式批准项目,并且授权项目经理动用组织资源的文件
资料来源:培训讲义第51页,或者《PMBOK指南》第5版第66页

35.参考答案:C
知识要点:每一位干系人都可以提交变更请求
资料来源:培训讲义第61页,或者《PMBOK指南》第5版第85页

36.参考答案:A
知识要点:默认是矩阵组织中做项目,项目结束,团队成员自动回到部门,不需要谈判的。其他三项是项目收尾需要做的活动
资料来源:培训讲义第71-72页,或者《PMBOK指南》第5版第101页

37.参考答案:C
知识要点:选项C是事后行为,不能起到事前的避免作用。其他三项是事前行为

38.参考答案:D
知识要点:假设的定义
资料来源:《PMBOK指南》第5版第528页

39.参考答案:A
知识要点:变更应该及时通知相关的干系人
资料来源:培训讲义第68页

40.参考答案:C
知识要点:发起人中断资金提供,就开始项目收尾
资料来源:培训讲义第71页,或者《PMBOK指南》第5版第101页

41. 参考答案:C。先了解已经变更的内容,再做决定。参见培训讲义第69页,或《PMBOK指南》第5版第94-100页

42. 参考答案:A。变更控制委员会负责变更的批准或否决。参见培训讲义67页,或《PMBOK指南》第5版第566页

43.参考答案:B。变更控制系统规定了变更管理流程及批准的权限。参见培训讲义第68页,或《PMBOK指南》第5版第530页

44.参考答案:B。先了解已经变更的内容,再做决定。参见培训讲义第68页,或《PMBOK指南》第5版第94-100页

45.参考答案:B。从英文题干看,成本基准已经变更,那么就是更新预算。参见培训讲义第68页,或《PMBOK指南》第5版第94-100页

46.参考答案:D。项目经理要积极主动,先准备方案

47.参考答案:C。先准备变更请求,再走其他变更管理流程。参见培训讲义第68页,或《PMBOK指南》第5版第94-100页

48.参考答案:A。行政收尾就是结束项目或阶段,参见培训讲义第71页,或《PMBOK指南》第5版第101页

49.参考答案:B。基准是批准的计划,用来做为比较的依据。如果基准已经过时,比较也就失去意义。当需要用目前的、真实数据来测量实际绩效时,就需要更新基准

50.参考答案:B。从题干中来看,项目经理的收尾与供应商的不一致,需要变更。如果要变更,先要获得变更请求单,再走其他变更管理流程。参见培训讲义第68页,或《PMBOK指南》第5版第94-100页

51.参考答案:A。配置管理系统是识别并记录产品、成果、服务或部件的功能特征和物理特征,并控制对上述特征的任何变更。参见培训讲义第69页,或PMBOK指南》第5版第531页

52.参考答案:C。变更控制系统是关于变更管理的一系列正式的书面程序。参见培训讲义第68页,或《PMBOK指南》第5版第530页

53.参考答案:D。项目已经收尾,无需更新项目计划。

54.参考答案:D。项目经理要积极主动解决问题

55.参考答案:A。根据题干“你了解到用户是要求同你最初和业主达成一致的要求非常不同”,说明需要变更了。如果要变更,先要获得变更请求单,再走其他变更管理流程。参见培训讲义第68页,或《PMBOK指南》第5版第94-100页

56.参考答案:D。变更已经发生,需要确定变更的影响。参见培训讲义第69页,或《PMBOK指南》第5版第94-100页

57. 参考答案:D。配置管理就是版本管理。参见培训讲义第69页,或PMBOK指南》第5版第531页

58.参考答案:C。四个选项中,选项C是最后做的活动。参见培训讲义第71页,或《PMBOK指南》第5版第101页

59.参考答案:A。项目是临时的,项目团队也是临时的,项目收尾最后的活动的是资源解散。参见培训讲义第71-72页,或《PMBOK指南》第5版第101页

60. 参考答案:C。先评估影响

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