PMP考试试题一：

Seven months into a construction project, the earned value performance data indicates a schedule variance of –US$1.5 million. Up to this point the project has been on or ahead of schedule. The project manager is scheduled to report the project status to the management board nest week What should the project manager do next?

A.Update the issue log to reflect the current issue

B.Transfer US$1.5 million from the management reserve to cover the shortfall

C.Submit a change request to allow for the schedule slippage

D.Review the project schedule and the critical path
在一个施工项目的第七个月，挣值绩效数据显示进度偏差为-US$150万。到目前为止，项目符合进度或者超前于进度。项目经理预定下周向管理委员会报告项目状态。项目经理接下来应该怎么做？

A.更新问题日志反应当前问题

B.从管理储备中转移US$150万来弥补短缺

C.提交变更请求，允许进度延误

D.审查项目进度计划和关键路径

PMP答案解析：SV=-150，说明EV<PV，实际工作量<计划工作量，从数值看进度应该落后 而实际进度却显示符合或者提前，说明EV计算错误，应该再审查一下项目进度计划和关键路径重新估算

PMP参考答案：D

PMP考试试题二

A supplier is selected for a statement of work, due to previous experience with similar projects. During the project’s execution, the supplier announces that they cannot fulfill their responsibilities.To ensure a formal evaluation review in the selection of a supplier, what should the project manager have done?

A.Defined and utilized weighted criteria

B.Organized bidder conferences

C.Prepared an independent estimate

D.Utilized the Delphi technique
由于之前类似项目的经验，一名供应商被选择来执行工作说明书。在项目执行期间，供应商宣布他们无法履行其责任。为了确保在选择供应商时进行正式评估审查，项目经理应完成哪一项工作？

A.定义并利用加权标准

B.组织投标人会议

C.准备独立估算

D.利用德尔菲技术

PMP答案解析：选择供应商是实施采购需要做的事，ABC都是实施采购的工具，BC只能预审出满足最低要求的合格供应商。针对复杂的采购，要基于卖方对既定加权标准的响应情况，量化打分来选择卖方

PMP参考答案：A

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